Starting a General Counsel role is a big leap. It’s a step into strategic leadership, often solo, with pressure to deliver - fast! Whether you’re the first lawyer in the business or inheriting a scattered legal function, the first 90 days are crucial. And let’s be honest, they can be a bit of a rollercoaster.

Here’s our no-fluff guide to help you navigate that tricky first stretch, based on what we’ve seen (and coached others through) time and time again.

Plan all you like - then be ready to bin the plan

A 90-day plan is a smart move. It gets you thinking about priorities and gives structure to early conversations. But chances are, things won’t go to plan.

People leave. Business priorities shift. The “quick wins” you mapped out turn into slow burns.

That’s why your best first move is simple: listen, ask questions, and hold your assumptions lightly. There’ll be time to make changes, but first, you need to learn how the business really works.

Brace yourself for the unknown

Even experienced in-house lawyers can underestimate just how much they rely on institutional knowledge. When you step into a GC role, that all goes out the window.

You won’t know where contracts are. Policies might not exist. Basic compliance frameworks may be missing - and no one else sees a problem.

It’s disorienting. It’s humbling. And it’s totally normal. You’re rebuilding from scratch, and you’ll need people’s help to do it.

Legal doesn’t always get a warm welcome

In companies that have operated without legal, you might be met with suspicion or confusion - or worse, total indifference. Some people will expect legal to fix everything overnight. Others will carry on as if you’re not there.

Here’s the trick: don’t assume it’s personal.

People are used to doing things a certain way. Building trust is about being visible, being useful, and showing you’re here to help - not to block. Focus on listening and making early allies.

Legal hygiene is strategic - but you’ll need to sell it

The unglamorous stuff matters. Contracts, governance, compliance frameworks - they’re the foundations of a scale-ready business. But not everyone in the business sees it that way.

Want buy-in? Connect legal work to outcomes people care about:

• Faster fundraising.
• Lower insurance premiums.
• Better customer retention.
• Competitive advantage.

Use third-party benchmarks or investor expectations to give your priorities weight. Bonus points if you can map where the business is today vs where it needs to be.

Don’t underestimate your insurance broker

Seriously. Your insurance broker can be a secret weapon.

Whether it’s helping you benchmark against similar businesses, sense-checking indemnity clauses, or backing you up in contract negotiations, brokers are often a goldmine of insight. They’re also motivated to help you lower risk, which can mean real savings for the business.

Top tip: use them throughout the year, not just at renewal time.

You’ll need to choose what not to do

You’ll probably be hired to “get contracts over the line.” But you’ll also want to implement scalable systems, automate workflows, and prepare the business for long-term growth.

That’s a lot - and you can’t do it all at once.

Prioritise ruthlessly. Accept that some low-risk, low-value work will have to wait. And when it does? Use that to make the case for support, budget, or external help.

Your peer network is your lifeline

Being a GC can be isolating, especially if you’re a team of one. Having a strong professional network helps you stay grounded, sharpen your thinking, and sense-check the big stuff.

Not sure where to start?

• Reconnect with old colleagues or training peers.
• Get involved in online legal communities (psst… like our one, the Watering Hole).
• Show up at events - virtual or otherwise.
• Comment on LinkedIn and message people whose content you find valuable.

Pro tip: be strategic. Build connections with people in similar-sized or similarly regulated businesses. That’s where the real value lies.

And one last thing… say why you’re joining a meeting

We’ve all done it - dropped into a call and instantly triggered a wave of panic.

Save your colleagues the heart palpitations. When you show up in someone’s diary, give them context. A one-liner goes a long way.

In summary

The first 90 days as GC are rarely smooth, but they’re rich with opportunity. Focus on:

• Listening more than you speak.
• Connecting your work to commercial outcomes.
• Prioritising what moves the needle, and letting some things slide.
• Leaning on experts, especially insurers and brokers.
• Building the kind of network that makes the tough calls easier.