The future of the GC role is less about having all the answers and more about helping organisations make confident decisions in uncertain environments. Joao Fachana, General Counsel, Head of Legal & Compliance at Bloq.it, shares his perspective on this evolution.
In what ways do you see the role of the GC changing over the next 5-10 years?
GCs are operating in a world of relentless change – mounting regulatory complexity, increased scrutiny on organisations, and the rapid emergence of AI are reshaping what companies need from their legal leaders.
In this context, I believe the ask from businesses will shift decisively: GCs will be expected to sit at the decision-making table, not merely to advise from the sidelines. The purely technical legal advisor model is fading.
Every day, I see the need for the GC to step in and help leadership feel comfortable taking a decision. That often calls for more of a risk-taking mindset – which, if I’m honest, is an unnatural position to be in given the training we’ve all had as lawyers. Making that shift, from identifying risk to helping others live with it, is one of the biggest changes the role is going through.
The GC who thrives in this environment will be one who can intelligently scale their team with the support of AI – automating the routine to free capacity for the genuinely complex – while maintaining sharp oversight of legal and regulatory developments. Critically, they will need to translate that knowledge into solutions that are both commercially sound and legally robust, speaking the language of the board, not just the language of the law.
What qualities do you believe distinguish truly impactful GCs from good ones?
The defining difference, in my view, comes down to one thing: the ability to step beyond a purely legal advisory role.
A great GC partners with stakeholders as a genuine enabler of the business. They understand the legal risks, yes – but they also understand the commercial objectives, and they work to align a strategy that serves both. They don’t frame problems around why something isn’t possible; they ask how it can be made to work.
A great GC also doesn’t stop at presenting options and outlining risks. They have the conviction to go one step further – to recommend a path, not just map the terrain.
And perhaps most importantly, a great GC has the courage to voice the uncomfortable opinion that no one in the room is eager to hear – even when that means respectfully pushing back on senior leadership. That ability to hold a position under pressure, with clarity and without losing relationships, is rarer than it sounds, and it is what separates the truly impactful from the merely competent.
How do you balance the pressures of your role with personal wellbeing and resilience?
I do believe that achieving this balance is unique to each individual, and what works for one person may not work for another. I tend to be seen by others as a “calm individual,” and I generally approach stressful scenarios as training that builds resilience over time. The right amount of pressure can sharpen focus and bring out better work – but I’m conscious that not everyone experiences pressure in the same way, and part of a GC’s role is also to protect the team from pressure that becomes unsustainable, not just to absorb it personally.
That said, keeping boundaries that allow you to perform at a high level over the long run is essential. For me, that means making time for things outside of work that I’m genuinely passionate about – whether that’s exercise (even a little is better than none) or simply having a hobby to return to at the weekend.
Equally important is being strategic about which battles to take on. A GC cannot be on every front at once, and part of the role is choosing where your attention will produce the most value – and being deliberate about stepping back from the rest. That discipline doesn’t just protect your own wellbeing; it creates the headspace for the kind of strategic thinking your company actually needs from you.
If you could change one perception about the in-house legal profession, what would it be
There are several I’d challenge, but if I had to pick one it would be this: that in-house is where ambitious lawyers go to slow down.
The evolution of the in-house role over recent decades has been remarkable. Companies have come to recognise the strategic value of building strong internal legal teams rather than relying entirely on external counsel – and with that recognition has come a profound shift in what the role demands.
In-house lawyers cannot hide behind legal jargon or neatly packaged opinions. They are embedded in the business, expected to support real decisions in real time and live with the consequences of those decisions. They need to be generalists as much as specialists – because no matter how focused your remit, the next query through the door could be anything.
The truly successful in-house lawyer is one who owns the legal strategy of the company end to end, knows when external counsel adds genuine value and when it doesn’t, and is a trusted partner to the business at every level.
As for the pace – in-house work may follow the rhythm of the business more closely than private practice, but it is no less intense. You are expected to be present and available, often more so than in an external role. This is not a profession for those looking to step back.
If anything, in-house is for lawyers who are tired of moving from project to project and want something more – to be genuinely invested in one organisation, to watch their advice shape its direction, and to see first-hand how the decisions they influence play out over time. That, to me, is not the easy path. It is the more meaningful one.
