Becoming a General Counsel (GC) is a significant career milestone for many lawyers, but securing a senior in-house leadership role requires more than technical legal expertise. Employers look for lawyers who can combine sound legal judgement with commercial awareness, strategic thinking, stakeholder management and the ability to lead a legal function.
The experience required to become a GC has no single path but will depend on the organisation: its sector, size, international footprint and expectations of the role. However, there are practical steps lawyers can take to strengthen their candidacy, build the right professional relationships and prepare for the recruitment process.
This guide explains what employers look for in a GC, how to assess your readiness for a leadership role, and how to position yourself for the right opportunity.
A GC is typically the most senior lawyer within an organisation, responsible for overseeing its legal function and advising senior management on legal issues and, increasingly, on core commercial and strategic matters. The precise remit varies considerably, with some GCs leading a small legal team and remaining closely involved in day-to-day legal work, while in larger organisations the role may involve broader management of an international function, advising the board and overseeing specialist teams covering areas such as compliance, employment, privacy and legal operations.
Responsibilities today commonly include:
The balance between these responsibilities depends on the organisation: a GC who joins a growing private equity-backed business, for example, may need to build the legal function while supporting acquisitions and international expansion. A GC at an established multinational may focus more on board decision-making, governance, complex risk and management of a mature legal team. Understanding these differences is an important first step in deciding which GC roles to pursue.
There is no universal qualification or fixed number of years of experience required to become a GC. Employers assess candidates against the needs of the individual position, taking account of their legal knowledge, commercial experience, leadership skills and familiarity with the relevant sector. Several areas of experience can strengthen a candidate’s prospects:
A GC needs a sound understanding of the legal issues relevant to their organisation. Depending on the business, this could include corporate and commercial law, financial services regulation, employment, intellectual property, data protection, disputes or other specialist areas.
The depth of expertise required will depend on the role. Some organisations need a technically specialised lawyer; others place greater emphasis on broad commercial experience and the ability to oversee a range of legal disciplines.
Senior in-house lawyers must understand how legal advice affects business decisions. Employers want someone who can explain the risks, identify practical options and help the organisation make informed decisions.
This means looking beyond whether a course of action is legally permissible. A strong candidate should be able to explain the commercial implications of different approaches, the risks involved and how those risks might be managed.
For roles involving responsibility for a legal function, employers will want evidence that a candidate can lead people, manage competing priorities and allocate resources effectively.
Experience of managing a team is valuable, although the nature of the leadership experience required will vary. Lawyers who have led major projects, coordinated cross-functional teams or managed external advisers may already have developed relevant skills.
The ability to communicate with non-lawyers is fundamental. General Counsel must be comfortable advising executives, challenging assumptions where necessary and explaining complex legal issues in a way that supports decision-making.
Experience of working directly with senior management, boards, investors or other influential stakeholders can help demonstrate readiness for a more senior appointment.
Some GC roles require deep knowledge of a particular industry or regulatory environment. Others prioritise transferable commercial skills and the ability to learn a new sector.
Candidates should consider how their existing experience relates to the employer’s business model, strategic objectives and risk profile, rather than assuming that every senior legal role requires an identical career history.
The following steps offer a practical framework for lawyers preparing to move into a GC position or considering their next senior in-house appointment.
Before applying for GC positions, evaluate your experience against the responsibilities you would be expected to undertake.
Consider whether you can demonstrate:
You do not necessarily need to have performed every aspect of a GC’s role already. However, you should be able to demonstrate credible examples of the skills and judgement required.
Practical action: Review three GC job descriptions that interest you. Identify the experience each requires, compare it with your own background and note the areas where you have strong evidence, transferable experience or development gaps.
Not every GC position will be the right next step for every senior lawyer. Start by identifying the type of organisation in which you would be most effective. Consider its size, sector, ownership structure, international reach and stage of development.
For example, a high-growth business may offer the opportunity to build a legal function from the ground up. A large multinational may require experience managing complex international issues and working with established governance structures. A regulated financial services business may place particular emphasis on regulatory judgement and engagement with senior risk and compliance stakeholders.
Also consider the scope of the position: job titles alone do not always reflect the level of responsibility, team size or influence a role offers.
Practical action: Write a short description of your ideal next role, covering the type of business, sector, responsibilities, team and geographical remit. Use this to focus your research and conversations.
A CV that lists legal responsibilities will not necessarily distinguish you from other senior candidates – employers need to understand what you have achieved and how your work has contributed to the business.
Think about examples where you have:
Where possible, explain the outcome rather than simply describing the activity. This might involve improved processes, better risk management, a successful transaction or more effective collaboration across the organisation.
Practical action: Prepare three to five examples that demonstrate your judgement, commercial contribution and leadership. Be ready to explain the situation, your role, the options you considered and the outcome.
Many senior in-house appointments are handled through targeted search, professional networks and direct approaches rather than conventional job applications.
In our earlier article on securing a GC role, Head of our In-House team Laura Field emphasised the importance of building relationships with executive search firms and specialist legal recruiters before actively seeking a move. She also highlighted the value of connections with in-house leaders, law firm partners and the wider professional community. As Laura puts it, “it’s not just about what you know, but also who in the right circles knows you”.
Building those relationships early can help you understand the market, identify relevant opportunities and ensure that people with access to senior appointments understand your experience and ambitions.
Practical action: Identify a small number of specialist legal recruiters who work on relevant senior in-house appointments. Arrange introductory conversations, explain the types of roles you would consider and keep in touch as your experience and objectives develop.
Your professional profile should make it easy for recruiters and prospective employers to understand your experience and potential. Review your CV and LinkedIn profile to ensure they clearly communicate:
Where appropriate, demonstrate your wider engagement with your industry through professional events, relevant commentary and contributions to discussions about legal and business developments. The objective is not to create an artificially polished personal brand, but to ensure that your profile accurately reflects the experience, judgement and professional interests you would bring to a senior role.
Practical action: Ask someone who does not know your career well to review your profile. Can they quickly identify your specialism, level of seniority, commercial experience and likely suitability for a GC appointment?
Securing a GC role requires more than being identified as a potential candidate – you must then be able to demonstrate that your experience and approach fit the organisation’s requirements. A senior search may involve an initial discussion with a recruiter, a detailed assessment of your experience, interviews with senior management and potentially meetings with board members or other stakeholders. Confidentiality, references and remuneration discussions may also form part of the process.
Preparation should include:
At a senior level, employers will want to understand not only what you have done, but how you think, how you work with others and what you could contribute to their organisation.
Practical action: Prepare a concise explanation of why you are interested in the particular business, what you would bring to the role and the priorities you would want to understand during your first few months.
General Counsel recruitment differs from the recruitment process for more junior legal positions, as senior appointments are often confidential and never publicised, with employers using specialist legal recruiters to identify candidates with the right experience.
A typical search may involve several stages:
Defining the brief: The organisation establishes the responsibilities, experience and leadership qualities required.
Mapping the market: The search team identifies relevant candidates across appropriate organisations, sectors and jurisdictions.
Approaching candidates: Potential candidates may be contacted directly, including lawyers who are not actively seeking a move.
Assessing suitability: The recruiter and employer evaluate relevant experience, motivation, commercial judgement and leadership ability.
Interviewing and selection: Shortlisted candidates meet relevant decision-makers and explore the role in greater detail.
Offer and appointment: The parties agree the terms of the appointment and complete any necessary checks.
For candidates, this is another reason to build professional relationships before a move becomes urgent. An established relationship with a specialist recruiter can help you understand relevant opportunities and how your experience might fit a particular brief.
Focusing exclusively on technical expertise: Legal knowledge is essential, but employers will also need evidence of commercial judgement, leadership and the ability to influence senior stakeholders.
Using a generic CV for every role: A profile that does not explain its relevance to the organisation’s needs can make it harder for an employer to understand the candidate’s potential contribution.
Waiting until you need a new role to build relationships: Senior searches may be confidential or targeted, so relationships established before an active job search can be valuable.
Assuming a particular job title guarantees the right level of responsibility: Assess the remit, reporting lines, team, strategic influence and expectations rather than relying on the title alone.
Underestimating the importance of motivation: Employers will want to understand why you are interested in their business and why the appointment makes sense at this stage of your career.
Overlooking transferable experience: Lawyers who have not yet held a GC title may have relevant experience in leadership, strategic projects, stakeholder management and commercial decision-making. The important question is how convincingly they can demonstrate their readiness for the position.
How long does it take to become a GC?
There is no fixed timeline. Progression depends on a lawyer’s experience, the complexity of their roles, opportunities for leadership and the requirements of prospective employers. Some appointments require extensive experience leading a legal function, while others may suit lawyers taking their first step into a GC position.
Do you need to have managed a legal team to become a GC?
Not every GC role has the same management requirements. However, where the position involves leading a legal function, employers will generally want evidence of leadership, resource management and the ability to develop people. Relevant experience may come from formal line management, project leadership or managing external advisers, depending on the role.
Can a private practice lawyer become a GC?
Yes. Lawyers moving from private practice can be considered for in-house leadership roles where their legal expertise, commercial experience and stakeholder skills fit the position. The transition will depend on the employer’s requirements and the candidate’s ability to demonstrate an understanding of how legal advice supports business decisions.
Are General Counsel positions advertised publicly?
Some are advertised, but others are filled through executive search, specialist recruitment firms, professional networks and direct approaches to potential candidates. The process varies by organisation and appointment.
Should you contact a specialist legal recruiter before you are ready to move?
It can be useful to establish relationships before actively looking. A specialist recruiter may be able to explain the market, discuss the experience sought for particular roles and help you understand where your background could be relevant. There is no guarantee of an appointment, but an established relationship can make future conversations more productive.
What is the difference between a GC and a Head of Legal?
The titles overlap and their meanings vary between organisations. Both may lead an in-house legal function, but the scope of responsibility, seniority, board exposure and management remit depend on the business. The actual responsibilities are more informative than the title alone.
Becoming a GC is not simply a matter of reaching a particular level of seniority. It requires a combination of legal expertise, commercial judgement, leadership and the ability to understand the needs of the organisation you are joining.
For lawyers considering their next move, the most effective approach is to assess their readiness, identify suitable organisations, show their commercial contribution and build relationships with people who understand the senior in-house market. The right opportunity will depend on the individual and the business – understanding that fit and demonstrating it clearly is central to securing a successful appointment.
SSQ’s In-House team specialises in legal recruitment, including GC and senior in-house appointments. The team works with organisations across key global legal markets, ranging from growing businesses to established international companies, advising on recruitment and the development of legal functions.
For lawyers considering their next career move, we can provide insight into the senior in-house market and discuss opportunities that align with your experience and ambitions. To have a confidential conversation about a GC search or your next move in-house, contact our In-House team.
