What would you say are the unique qualities required to be successful as an in-house lawyer in your industry?

I believe that becoming an effective business partner should be the aim of all in-house lawyers.

There is a big gap between a standard lawyer and one who really understands the business. Understanding the business you are providing advice to is the single most important trait an in-house lawyer must develop in order to become an effective business partner and therefore a successful in-house lawyer.

If we contrast the characteristics that identify the lawyers versus the characteristics that identify executives, we will see that they are – in essence – opposite. While lawyers place great importance on details, the executives are more goal-oriented; while lawyers are usually conservative and are always seeking to minimise risk, executives opt to take calculated risks; while lawyers have a logical a lineal thought process, executives are more conceptual.

These opposite characteristics are important to create a balance in the business. However, the following are some unique qualities which I believe that an in-house lawyer must possess in order to be successful within the business.

Firstly, knowledge of the business: Having knowledge of how the company you work for makes money is essential. This means knowing your products, your allies, key players in the business, the staff and the strategy. There lies a big part of the added value that the in-house lawyers can provide.

Secondly, precise communication: Although writing long legal opinions is embedded in lawyers’ DNA, the reality is that the recipients of these opinions prefer them short and concise. Being able to summarise key aspects of the matter and providing a solution or recommendations in one single page (and on time), is pivotal.

Thirdly, practical creativity: Many times, the solutions to the problems in-house lawyers are tasked with lay outside the box, so in-house lawyers must think outside of it. Aligning technical abilities with critical, creative and practical thought is key to providing valuable advice to company executives. Providing practical advice is going beyond the legal considerations and think, is this doable? It this aligned with the objective and needs? Is it cost-effective?

How do you suggest in-house lawyers build strong relationships with business partners?

Building a strong relationship between the legal team and the business partners is fundamental for both the company and the legal team. In order to achieve this, I believe there are two main drivers on which the team must focus. One is organising the legal team to create single points of contact for specific areas of the business, bringing clarity and seamless interaction between the legal team and the business. The other is aiming to set a legal strategy that is aligned with the company’s and therefore providing legal support that enables the business–while protecting it–to achieve its goals.