The "Legal+" Era

Why Your Commercial Acumen Matters More Than Your Contracts

For years, the transition from private practice to an in-house role followed a predictable script: sharpen your technical specialism, prove you can handle the volume, and demonstrate a "can-do" attitude.

Lately, I’ve noticed a significant change in what companies, from agile scale-ups to global giants, are looking for. They aren't just hiring lawyers; they are hiring business leaders who happen to be legally trained. I’m seeing more candidates rejected for a lack of commercial "grip" than for a lack of legal knowledge.

If you want to not only land the role but thrive in it, you need to start thinking like an owner.

The "60/40" Split

I recently spoke with the Chief Legal Officer at an energy infrastructure developer, who shared a perspective that is becoming the new gold standard. She noted that technical legal work accounts for only about 60% of her output. The remaining 40% is spent on risk management, internal audit, and project delivery. She isn't just "checking" the work; she’s often leading the discussions and driving the strategy.

Similarly, we’ve been working closely with a world leading lifestyle equipment manufacturer and when we drill down into their requirements and deal-breakers, a clear pattern emerges: the 'how' is becoming more important than the 'what.' While technical proficiency is assumed, the premium is placed on the ability to understand organisational goals and update stakeholders effectively. In fact, a lack of pragmatic business alignment has become a more frequent dealbreaker in the interview process than a lack of legal or technical tenure.

The point is, if you can’t translate a legal risk into a business "so what," you are becoming a bottleneck, not a partner.

Master the Language of the Sector

To bridge the gap between private practice and the boardroom, an in-house legal counsel must speak the language of the business. Every sector has its own acronyms and jargon; if you are eyeing a move into a SaaS scale-up, for example, you should comfortably know what things like MRR, LTV, CAC, NDR, and TAM/SAM/SOM are.

You need to understand why they’re tracked, how they’re calculated, and how your legal frameworks impact them. When you understand that a specific contract clause directly affects Net Dollar Retention (NDR), you stop being a cost centre and start being a value-driver.

How to Build Your "Commercial Toolkit"

If you’re looking to "spice up" your CV and mindset, don't just take another black-letter law course. Invest your time in these five areas:

1. Master Project Management

In-house legal work is project management. Whether it’s an M&A integration or a new product launch, being able to manage timelines, resources, and expectations is a superpower. Learn the basics of Agile or Waterfall methodologies; it will make you a favourite of the Ops team.

2. Deep-Dive into Growth & Pricing

How does your company (or target company) actually make money? Read up on pricing strategies. Look at Go-to-Market (GtM) strategies of successful startups.

• Pro-Tip: Find and read "Pitch Decks" from successful Series B or C funding rounds. They are a masterclass in what investors value and what the business sees as its biggest threats.

3. Understand the Product Lifecycle

You cannot effectively advise on a product you don't understand. Learn how R&D works in your sector. What does the "Product Roadmap" look like? What are the KPIs for the engineering team? If you understand the lifecycle, you can provide legal advice during the build, rather than being the person who says "no" at the finish line.

4. Decode the Competition

Lawyers often operate in a vacuum of "The Contract." Commercial leaders operate in a landscape. Who are the competitors? What is their "moat"? Understanding why a customer might choose a competitor over your company allows you to tailor your legal terms to be a competitive advantage.

5. Stakeholder Management

This is the "soft" skill that is actually the "hardest" to master. It’s about moving from "What does the law say?" to "What does the business need to achieve, and how do I facilitate that safely?"

So, are you upskilling for the Legal+ era?

The most successful in-house legal professionals are those who treat the business as their product and the law as the tool used to polish it.

If you’re preparing for an interview or looking to level up in your current role, ask yourself: "Am I protecting the business from the world, or am I helping the business win in it?"