Below is an illustrative selection of my in-house work and achievements in 2017.  Most of these have come from a particular medium term project which has occupied around 80% of my time, but I am equally happy with smaller, discrete projects.

Strategic Development

  • Supporting ex-FTSE100 General Counsel in setting up a new legal function, building influence, gaining board recognition and establishing and consolidating position as key strategic business adviser
  • Developing and securing board approval of business case for an enhanced and extended in-house legal function
  • Establishing recognition of legal department purpose and scope across multiple business functions

Legal Operations Management

  • Developing relationships and streamlining work processes with key stakeholders across business
  • Demand management through influence, education and designing and implementing triage and work intake processes
  • Setting up systems for matter management, document management, standard form use and data capture and reporting


  • Recruiting in-house counsel (in US and UK)
  • Building international panel of external providers covering diverse practice areas:
    • Lawyers engaged range from top 10 law firms (in their respective jurisdictions), several major City firms, smaller regional firms, freelance lawyers, barristers & secondees
    • Almost* every penny of external legal spend has been on pre-agreed fixed price (*save for one exceptional piece of US litigation)
  • Reducing seven-figure annual legal spend by over 30%

Project Management

  • Managing legal projects internationally
    • Including litigation, regulatory and commercial
    • working with external providers in at least 8 jurisdictions, in 4 continents
  • Managing substantial and significant UK-led projects, including:
    • GDPR readiness
    • anti-bribery and corruption
    • global IP portfolio management
    • new product launch
    • staff equity plans

How can I help?

Above all, I have come to recognise that working as an in-house lawyer can be a lonely and insecure place, even in the larger teams.  It is not always easy to connect with other parts of the business, to gauge how you are perceived, to understand what is expected of you, or to be understood.

If you think you may need support, a fresh perspective or simply a second pair of eyes I would very much welcome a confidential, informal  chat.