Part 5 of 9: Lessons GCs wish they’d known earlier

The most impactful GCs are no longer waiting to be brought into the conversation after decisions have already been shaped – they are helping shape them from the beginning. In Part 5 of our series, 9 Lessons GCs Wish They’d Known Earlier, we explore the shift from reactive legal support to proactive strategic influence.

5. From reactive to proactive

For many in-house lawyers, the role begins reactively.

A problem arises, legal is consulted, risk is assessed, and advice is given.

But as the role of the General Counsel evolves, the most effective legal leaders are no longer waiting to be brought into the conversation after decisions have already been shaped.

They are helping shape them from the beginning.

Traditionally, legal functions were often viewed as a checkpoint – brought in to validate, review, or mitigate risk once a course of action had already been decided.

But increasingly, high-performing GCs are embedding themselves earlier in business discussions, contributing before risks materialise rather than simply responding once they do.

“Don’t wait to be invited to the table – build your own.”
— Giovanna Rosato, Business Practices Director, MSD (Italy)

This mindset changes the role of legal entirely.

Instead of being perceived as a function that slows decisions down, proactive legal leaders help organisations move faster and with greater confidence – because risks, constraints, and opportunities are identified earlier in the process.

That early involvement also allows legal to shape strategy, rather than simply assess it after the fact.

“The goal is to anticipate future risks and opportunities, helping to shape business strategy rather than just responding to it.”
— Hakan Bekiroglu, Director, Legal & Compliance, Yildiz Holding (Türkiye)

Being proactive does not mean overstepping into every decision or creating unnecessary process.

It means developing the visibility, relationships, and commercial understanding needed to identify where legal can contribute before issues escalate.

It also requires confidence.

Confidence to speak up early, challenge assumptions constructively, and engage with the business not simply as a legal reviewer, but as a strategic partner invested in outcomes.

In practice, the GCs who create the greatest impact are often the ones who are involved before problems emerge – when direction can still be influenced, opportunities can still be captured, and risks can still be managed intelligently.

Because by the time legal is reacting, much of the real influence has already passed.

Key Takeaway:
The most impactful GCs don’t just respond to decisions – they help shape them.

This is Part 5 of our 9-part series: Lessons GCs Wish They’d Known Earlier
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