The Moment That Spawned Unified Law

With over two decades of experience as in-house counsel for some of the world’s top brands, I’ve always taken pride in being a trusted, all-around advisor—someone who helps C-suites think clearly when it matters most. But before Unified Law, during a high-profile GC interview, an executive casually explained that the previous General Counsel had been let go because “he didn’t stay in his lawyer lane.”

That one comment stopped me cold.

The paycheck? Tempting. The title? Impressive. But none of that could make up for the reality: they didn’t want a GC. They wanted a scrivener in a suit—someone to sit quietly, redline contracts, and co-sign decisions they weren’t invited to make. I realized then and there: I wasn’t built to be a well-paid prisoner. I wanted to be a free-range legal eagle—someone trusted to lead, not just review. 

Someone who helped shape the company, not just clean up after it.

At Unified Law, we’re all in-house attorneys. And because we’re often a home for General Counsel in transition (the kind who are part of our team, even if they’re not yet on our website), we’re also one of the first calls for growing companies looking for their first full-time GC. We shoot straight. If we know a great fit, we’ll say so. But often, we don’t. And it’s not because we don’t know the rockstars—it’s because we do.

Even the affordable rockstar GCs won’t take a role where they’re expected to stay in their “lane.” That’s not ego—it’s discernment. It’s curiosity and clarity about what the job requires and what happens when you strip it of real influence.

Here’s what we tell those companies: 

AI, Forms, and the “I’ll Use My Old One” Mistake

One way to quietly pull the seat out from under even the most valued GC? AI, forms, and a false sense of security.

We’ve all heard the lawyer jokes. There are more punchlines about attorneys than there are Law & Order spin-offs. And sure, we’ve got thick skin. But for every joke about lawyers being the “necessary evil,” the truth is this: businesses that sideline legal are often the ones with the biggest headlines... and not the good kind.

Good legal advice isn’t expensive. Bad legal advice—or worse, ignored legal advice—is. And companies that treat their GC like a glorified compliance officer rather than a business strategist miss one of the most important tools for sustainable growth.

And for those companies that think they can do it all with internet forms and AI? Well—the joke’s on them.

Yes, automation is powerful. Templates can be helpful. AI is changing the game. But none of these tools replace experience, nuance, or the ability to read a room. If you don’t know what prompts to feed, it’s garbage in, garbage out.

Take the founder who recently told us, “I already have a standard form—I don’t need you to review it.” We politely passed. But before we did, we pointed out that his form included a clause that automatically dissolved the company if he died or became incapacitated—leaving his family, employees, and clients in legal limbo.

A seasoned GC would’ve caught that. A form wouldn’t. And currently, no algorithm will spot the micro-expression that tells you the other side of a deal just hit their limit. That takes experience. That takes judgment. And that’s what the best GCs bring.

The GC Evolution Is Happening Now

The best General Counsel aren’t rule-followers by nature. They’re rule-questioners. They don’t just keep the company in line—they push it forward. They’re the ones in the room asking, “Why are we doing it this way?” when everyone else is nodding. They see around corners, navigate chaos, and stay calm when the rest of the C-suite is spiraling. They lead with integrity even when it’s uncomfortable. They don’t just stay in their lane—they help redesign the entire road.

So yes, the best GCs are a little rebellious. And that’s exactly why you want them in your corner.

This shift in how we think about GCs isn’t theoretical—it’s happening at the highest levels. About 8.5% of S&P 1500 CEOs have law degrees. A study of 3,500 CEOs found that 9% had J.D.s. And as of 2024, 15 Fortune 500 CEOs are law school graduates. Nearly half of U.S. corporations now have lawyers in executive roles. Legal isn’t a side conversation anymore—it’s part of the leadership engine.

Just look at Kenneth Frazier, who rose from GC to CEO and Executive Chair of Merck. Or Brian Moynihan, who started in legal and now leads Bank of America. Or Timothy Mayopoulos, who transitioned from GC to CEO of Fannie Mae. 

And it’s not just the guys.

• Indra Nooyi, who earned a law degree in India before climbing the ranks at PepsiCo to become one of the most iconic CEOs of her generation.

• Ruth Porat, formerly General Counsel at Morgan Stanley, is now President, CFO, and CIO at Alphabet (Google’s parent company).

• Rosalind Brewer, who began her career with a legal and regulatory focus, became CEO of Walgreens Boots Alliance.

• Marillyn Hewson, who earned her stripes with a legal mindset, became CEO and President of Lockheed Martin.

• Laura Schumacher, who served as General Counsel at AbbVie, was elevated to Vice Chair and played a key role in shaping the company’s strategy and governance.

These aren’t the exception—they’re the evolution. Former lawyers aren’t just leading legal—they’re leading entire companies. Why? Because they combine legal acumen with strategic clarity, calm-under-pressure leadership, and the ability to see both risk and opportunity in one glance.

That evolution comes with a challenge: you can’t expect a high-caliber GC to sit on the sidelines. According to GC Magazine and Legal 500, CEOs want legal leaders who are commercial, collaborative, and strategic. One CEO summed it up perfectly: “The GC should not just be a legal authority, but a business partner who can speak the language of the boardroom.”

But here’s the catch: As any good legal recruiter will tell you, if your org chart or reporting structure doesn’t reflect that, the best candidates won’t even take the interview. Your reporting structure is a signal of value. If legal is buried under finance or ops, it sends a loud message that their insights won’t matter. Bloomberg Law adds that while reporting to the CEO isn’t always a dealbreaker, GCs still need meaningful influence and early access to key decisions. Without it, you’re asking them to protect the company with one hand tied behind their back.

And when you exclude your GC from decision-making? You don’t just lose legal perspective—you lose cultural clarity too. The Association of Corporate Counsel calls GCs “corporate culture influencers,” and they’re right. Strong GCs set the tone for how your company lives out its values. Culture and compliance are two sides of the same coin. Ignore one, and the other suffers.

That’s why top-performing legal teams, according to the 2025 In-House Legal Trend Report by LawVu, are embedded in the business. They’re fast. Agile. Data-informed. And focused on growth, not just risk.

Are you ready to hire a full-time GC?

Great. Let us know if we can help (no fees, just our contacts and our promise to keep an ear to the ground). But remember, the best legal talent won’t stick around just to redline contracts and clean up after avoidable mistakes. They want a voice, a seat at the table, and the opportunity to help you lead.

And if you’re not ready for that?

Well, the good ones are rebels.

And they’ll find a place that is.

Not Ready for a Full-Time Rockstar GC? Try a Fractional One.

If you’re a little early to the party—too lean for a full-time General Counsel but too smart to go without one—it might be time for a different model. At Unified Law, our fractional GCs are seasoned legal leaders who think like insiders, act like teammates, and scale with your business.

We’re not a traditional law firm. We’re your outsourced in-house legal team. Our team is made up of former General Counsel, Deputy GCs, and government attorneys who’ve spent their careers advising executives—not billing them for 6-minute increments. We’ve sat at the leadership table. We’ve led during crises. We’ve built compliance programs and helped companies scale, exit, and stay out of headlines.

Like great GCs, we’re generalists—but we’re not trying to be everything to everyone. Instead, we focus on the areas where we consistently add the most value. When clients need hyper-specialized knowledge, we bring in the right experts and manage them just like we would in-house—ensuring quality, strategy, and budget alignment every step of the way.

What We Specialize In

• Fractional General Counsel: Business-savvy legal leadership for scaling companies, minus the full-time GC cost.

• M&A Due Diligence (Buy & Sell-Side): We run the diligence process from the inside out—whether you’re the buyer or the target.

• Capital Raise Readiness: From SAFEs to Series B, we prepare your house for investor scrutiny.

• Pre-Suit & Internal Investigations: We approach investigations with clarity and neutrality—no litigation agenda.

• Litigation Support: We manage litigation like in-house pros, controlling costs and strategy while your outside law firm leads in court.

Our sweet spot is helping founder-led small to mid-sized companies move fast, stay smart, and scale responsibly. You get executive-level judgment without the overhead. Strategic firepower without the bureaucracy.

Ready when you are. Reach out. Let’s build something smart.

Calling All GCs in Transition: Rebels Welcome

If you’re a General Counsel or senior in-house attorney who’s between gigs, rethinking your path, or just ready to do law differently—we should talk.

Unified Law is built by and for people like you: smart, practical, business-minded lawyers who never quite fit the mold (and never wanted to). We’re not looking for “firm types.” We’re looking for in-house rebels with judgment, hustle, and a dry sense of humor. If you're craving meaningful work, flexibility, and the chance to work with great people without putting your life on pause—we might just be your new favorite team.

Whether you want something part-time, project-based, or permanent, drop us a line. You don’t have to go back to the old way. There’s a better one.

Say hello. We’ve saved you a seat.