You are in-house counsel.
What are your options?

Four core differences shape the day-to-day reality. One: success is measured differently. Not in billable hours , but in business impact: did you move the deal forward, reduce the risk or get the contract signed? Two: the scope is broader and the stakeholders are different. One role often blends corporate, contracts, compliance, employment, IP and M&A. Your stakeholders are business people such as the CFO, COO, sales and HR, not external clients. Three: reporting lines. You report to a GC, CFO or CEO, not to a partner. Stakeholder management is daily work, not an exception. Four: rhythm and package. Working hours are usually more predictable. Gross compensation can be lower, often balanced by bonus, equity in scale-ups, pension and non-monetary benefits. Work-life balance is generally better, except during peak moments such as M&A, crisis work or audits.

There is no single best moment. Different stages work for different goals. Years 3-5: a good moment for Legal Counsel roles at scale-ups and SMEs. Your technical base is there, while you are still flexible enough to shift into business thinking. Years 5-8: the most sought-after profile. Strong foundation, autonomy in your work and a broad range of roles, from Legal Counsel to Head of Legal at scale-ups. Years 8-12: the typical landing place becomes Head of Legal or Senior Counsel at larger groups, or GC at scale-ups and SMEs. Years 12+: senior roles become reachable, such as General Counsel or CLO at mid-sized to large groups. During our intake, we match your seniority and specialisation with what is actually open right now .

It is one of the most requested transitions, and it comes with real challenges. What you bring: a strong legal foundation, file discipline and the ability to analyse deeply. Often also a valuable external network and a clear understanding of how law firms work, which helps when you later manage external counsel. What you build: commercial awareness. Legally correct is not the same as commercially right. Stakeholder management becomes essential: business people do not want a 20-page memo, they want a recommendation. You also build comfort with uncertainty, because in-house decisions are often made with incomplete information. Realistic expectations: the first 12-18 months are a learning curve, regardless of your seniority in private practice. Gross compensation is often lower than in a law firm at the same level, sometimes offset by bonus and equity. The career path is less hierarchical, often broader but less predictable. We match you with companies that are explicitly open to lawyers making the switch.

Five qualities are prioritised, and they are not always written on your CV. One · business sense. Weighing legal risks against business consequences, and advising clearly on what is acceptable. Not "here are the risks" , but "here is my recommendation and why" . Two · translation power. Turning complex legal reality into plain language for non-lawyers: board, CFO, sales and HR. Three · pragmatism under pressure. Making quick decisions with incomplete information, prioritising under scarcity and dealing with the "good enough for now" reality. Four · stakeholder management. Diplomatic without becoming vague, direct without being unnecessarily confrontational, and able to build trust across departments and layers. Five · tech affinity. Comfort with legal ops, contract automation and AI assistance where useful. Companies expect their lawyers to keep evolving .

Yes, across all levels and company stages. Typical mandates: Head of Legal at scale-ups from Series B onwards, where the first senior legal hire is placed. Head of Legal or GC at SMEs and family offices where the legal function is being professionalised. General Counsel at mid-sized groups, often with a team of Legal Counsels underneath. Chief Legal Officer at listed companies, often with cross-border responsibility. How these searches run: more discreet and longer than junior searches. Typically 4-8 weeks for a first shortlist, with 3-5 interview rounds including board or executive committee. We often work retained , with NDAs and boardroom discretion. What we bring: a network of senior in-house profiles who are not publicly looking, experience with executive-level matching around culture, leadership and governance, and a discreet approach that respects the timing of your current role.