The role of a GC is fraught with challenges; the balance between managing daily operations and addressing unexpected legal challenges is delicate. The pressure to balance workload, budget, and the well-being of the legal team can often feel like balancing on a tightrope. 

Asking an already stretched-thin staff to take on more, hiring additional full-time employees, or outsourcing to pricey law firms are only sometimes the best or feasible options. This is where the strategic utilization of interim counsel comes into play, offering a versatile and cost-effective solution for legal departments navigating the ebb and flow of workload demands.

Here are three real-life examples of how obtaining interim in-house counsel provided strategic relief to overstretched legal teams.

Scenario 1: Finding Support During a Hiring Freeze at Hurricane Games

As Hurricane Games braced for the launch of their next big video game console, an unexpected hiring freeze threatened to upend their legal department’s preparations. The freeze, a response to lower-than-expected sales from their last game, meant no new hires could bolster the already overextended legal team as they approached the critical console release.

The GC at Hurricane Games faced a dire situation: overloading his current staff with the launch’s legal demands could push them to the brink of burnout—or worse, resignation. But in a stroke of strategic insight, he realized the solution lay in the unallocated vendor budget, unaffected by the hiring freeze.

This discovery led to hiring an interim attorney, a move that brought specialized expertise without the long-term commitment of a full-time hire. The interim counsel, already equipped with benefits and requiring no extensive onboarding, could dive straight into the fray, adeptly handling complex intellectual property issues crucial to the console’s debut.

By opting for this flexible legal support over costlier law firm services, the GC managed to keep the quality of work high and costs low. The interim attorney’s contribution was pivotal, ensuring that the legal department successfully navigated the launch period without overtaxing its permanent staff, all within the constraints of the hiring freeze. This strategy not only safeguarded the team’s morale but also highlighted the GC’s adeptness at navigating through fiscal and operational challenges with inventive resourcing.

Scenario 2: Turning Chaos Into Compliance at Fortana

Fortana, an athletic wear company on the brink of maturity, faced a privacy law compliance nightmare. The introduction of the California Consumer Privacy Act (CCPA) turned their oversight into an urgent issue when a customer requested details on the personal information collected on them, as permitted by the law.

The GC realized that her team lacked the specific expertise required to handle this complex privacy issue. 

Faced with the option of partnering with an external law firm was financially daunting, given their $450/hour charge for privacy matters. The GC took into consideration the possibility of hiring interim legal counsel.

A friend recommended an interim counsel provider, and soon Jackie, a veteran privacy attorney, was onboarded. Jackie’s deep dive with Fortana’s IT team led to the creation of a data mapping plan, centralizing customer information, which included sensitive geolocation data. She also developed an internal playbook for handling CCPA requests and thoroughly reviewed Fortana’s privacy policies, ensuring GDPR compliance going forward.

Jackie’s comprehensive approach didn’t just solve the immediate crisis; it fortified Fortana’s privacy stance for future challenges. Working in-house with the Fortana team equipped her to be appropriately attuned to the company’s operations, facilitating a quick response to evolving privacy legislation. When Jackie’s tenure concluded, the GC was confident Fortana was well-prepared to comply with privacy laws nationwide.

Scenario 3: Bringing Flexibility to Workflow Management at NuDesk

As NuDesk’s acclaimed HR software gained traction, the company’s legal needs surged, leading to the recruitment of Harry, an interim attorney lawyer with commercial law expertise, to support the HR software business.

NuDesk then shifted its focus to its less popular accounting software, which took off, causing a surge in work. The legal team needed support to handle the influx of work, but the question was whether this spike justified hiring a full-time attorney. Simultaneously, things stabilized for the legal team focused on the HR software, eliminating the need for Harry’s extra support.

The GC acted in a resourceful way to curate a solution. With the HR software’s legal demands now manageable, Harry was adeptly reassigned to the accounting software legal team. This move negated the need for a new hire, optimizing time and resources while maintaining legal continuity.

This was the ideal outcome, as Harry could bring everything he’d learned about the company to his new team. Harry’s interim role allowed him to flexibly transition between teams, a strategic asset for NuDesk. Moreover, after this work spike had abated and Harry left the company, NuDesk asked him to return when they were hit with another work surge several months later. Thanks to his prior experience with the company, he could seamlessly plug back into the legal department. This underscored the GC’s astute use of interim counsel as a key to navigating the fluctuations of a dynamic tech market.

The Strategic Advantage of Interim Counsel

These scenarios underscore the strategic value interim legal counsel brings to corporate legal departments. Whether ensuring compliance with complex legislation, managing unpredictable workloads, or navigating budget constraints, interim counsel provides a high-quality, flexible, and cost-effective solution.

Paragon stands as a testament to this solution, offering interim in-house counsel with a broad spectrum of expertise. Their ability to fit seamlessly into an existing legal team makes them a go-to for GCs facing various business hurdles. Fortana, NuDesk, and Hurricane Games case studies are prime examples of how Paragon’s attorneys can help legal departments adapt, survive, and thrive in the face of any challenge.

 

In the fast-evolving landscape of corporate law, adaptability, and deep expertise are prized. The interim counsel’s unique blend of flexibility and specialized knowledge can be transformative.

By embracing the power of flexible legal talent, GCs can ensure their departments remain robust, agile, and equipped for the future. If you’re contemplating an interim counsel for your next legal challenge, remember that their contribution can extend beyond maintaining the status quo to significantly enhance your team’s performance at critical times.

As the days grow shorter and the crispness of autumn approaches, we’re faced with the task of recalibrating and refocusing our energy; many of us find ourselves re-evaluating our priorities, both in our professional and personal lives. Just as the seasons change, so too does our energy and focus. How can we ensure we’re giving our all both at work and at home?

Here’s how you can seamlessly transition into your most productive and balanced self this Fall.

1. Understanding the Work-Life Equilibrium

Striving for a balance between professional responsibilities and personal pursuits can feel like chasing the horizon. However, the quest isn’t for perfection but for equilibrium, where both spheres can flourish.

With the year’s end in sight, Autumn is an excellent time to re-evaluate, update your mindset and goals. Whether those goals are project deadlines or personal endeavors like reading a personal development book or learning a new skill, well-defined goals can make finding a work-life balance easier.

2. Claiming Your Workspace

With the return from summer vacations and sporadic outdoor workdays, re-establish a specific workspace at home or re-acquaint yourself with your office setup. This creates a mental barrier, helping you switch “on” for work and “off” for relaxation more effectively.

3. Aligning with Your Natural Clock

As the days become shorter, it’s essential to pinpoint when you feel most invigorated. Utilize these high-energy moments for pivotal tasks while allocating periods of lower energy for lighter duties. You can optimize your productivity by aligning your workflow with the season’s rhythm. Open communication with colleagues and loved ones about your peak performance times and boundaries ensures mutual understanding and fosters a supportive environment.

4. Harnessing Tech Mindfully

As communication tools like email remain integral, set boundaries. Designate specific periods for checking emails, ensuring that you remain present during personal and family moments, especially during those cozy autumn nights

5. Reflection for Clarity

The falling autumn leaves suggest a need to weave quiet moments into our busy days. Take a thoughtful walk, letting the colors and sounds of nature refresh your mind, or do a quick stretch indoors to recharge your body. In the midst of the season’s pace, it’s vital to pause for calm. A brief meditation or deep-breathing exercise can provide clarity and peace, helping you stay grounded as everything around you shifts.

A Journey Towards Self-compassion

The seasonal transition is an invitation to re-evaluate, reset, and realign our goals and aspirations, both at work and home. As you move through these moments, remember to cherish every achievement, regardless of size. The most crucial element in the journey for balance and productivity is self-compassion. Treating ourselves with kindness and understanding opens the door to continuous growth and fulfillment. As autumn leaves fall, let’s embrace each day as a fresh chance to be our best, most balanced selves.

 

 

About Paragon

Paragon helps leading corporate legal departments meet their workload demands simply and strategically, with flexible legal talent that’s a precise fit for their needs, every time. Our rigorously vetted attorneys, bespoke approach, and foundational commitment to putting people and values first ensure an exceptional experience and optimal results for clients and attorneys alike. Contact us to learn more about Paragon and our attorneys.

Working on a project basis, whether for 6 weeks or 6 months, not only matches great lawyers with great companies for meaningful work but also helps lawyers develop valuable skills that are also transferable to future positions. These critical skills benefit both the project-based lawyer and the in-house department hiring them.

Lawyers seek project-based work for a variety of reasons. They may be looking to gain a specific experience or skill set before committing to a new full-time position. They may be looking for more flexibility or balance in their career. They may want to take a break from the hierarchy and politics of in-house or law firm environments. No matter the reason, in all cases, they want a position where their expertise can be put to good use, and they can learn something new.

In my case, I took on a contract position directly with a top financial software company to help establish processes and procedures in the legal department and to handle the burgeoning number of licenses and agreements being negotiated during a high-growth phase for the company. They required someone with the expertise to determine which processes and procedures were necessary and to implement them. And, as often happens in a growing company, they had a backlog of tech transactions that needed addressing quickly and confidently.

I quickly realized how valuable this contract experience was for my career, even if I went back to a full-time position, not only for me but also for any future employer.

Let’s unpack what these transferable skills are and the benefits to both the project-based lawyer and the company hiring them.

1. Subject Matter Expertise

Many employers hire a lawyer with specific expertise on a project basis because they don’t have the headcount to hire a person permanently or they have an immediate need without the runway to find the right person. Lawyers working across multiple clients gain valuable subject matter expertise that is almost impossible to acquire while working for one company.

When the financial software company hired me as a contractor to handle legal operations and tech agreements, they had both an immediate need and no full-time headcount. I was the perfect solution. The best practices I had implemented elsewhere, I could implement for them.

For example, I spoke with the EVP of Shared Services for a large steel corporation, who said he hires lawyers on a project basis when they have a need for a particular expertise on a project or new deal, like cross-border employment or municipality-based transactions. The employment expertise requirement started out as a need for help overhauling and reviewing all employment processes and procedures and revising the employee handbook. He added, “These lawyers help us with an immediate need, and we help them learn something new or gain expertise in a different implementation.”

Subject matter experts, whether in privacy law, implementing a contract management system, or employment law, are all the more valuable to their next client because they acquire cross-company or industry knowledge, best practices, and lessons learned across multiple implementations. 

The EVP added one benefit of hiring subject matter experts on a project basis is that he can gauge the quality of the work, and he can expand quickly by hiring the expert full-time when his headcount increase is approved.

2. A Strategic Mindset

Being strategic not only includes being a strategic thinker – thinking about the larger context for the work – it also includes focusing on the desired result. Often, project-based lawyers are called on to give advice, make decisions, or work without all the facts or information, and this strategic mindset helps lawyers thrive in these fast-paced environments.

Working on a project basis empowers attorneys to fully focus on accomplishing the desired result rather than being side-tracked by other considerations or office politics (more on this topic in a minute). As a contractor, I could really focus on which processes and procedures to implement for the biggest impact, as I wasn’t tied to any established process and could implement the most appropriate contract templates and systems for the growth phase of the company.

The General Counsel for the Americas of a global travel company said that when she took on project-based work, she would come in and quickly assess the situation to understand the context of the work. One example was when she was asked to draft service agreements and discovered that what was really needed was a master services agreement with separate statements of work. Through this project-based work across companies, she has learned to ask the right questions to rapidly get to the heart of the matter.

Considering their work in a strategic context across multiple clients allows project-based lawyers to see the situation from different perspectives, enabling them to quickly anticipate new client needs and ‘see around corners.’ Companies benefit from this skill because they receive a better, more contextual work-product, especially when it leads to creating contract templates or documenting standard operating procedures.

3. Increased Emotional Intelligence (EQ)

Working across multiple clients on multiple projects helps lawyers develop their self-awareness skills, leading to a higher level of emotional intelligence. Specifically, being flexible and adaptable is almost always a requirement when seeking out project-based work, so cultivating a go-with-the-flow attitude is helpful when entering a new working environment on a recurring basis.

I have also found that approaching a new situation with a good sense of humor is helpful in building strong working relationships quickly. When I went to have a group of executives sign a foreign acquisition agreement at the financial software company, one executive paused, looked me squarely in the eyes, and said, “We didn’t have lawyers for the first ten years; why do we need you?” That question led to a frank conversation and, later, a more formal educational presentation on “What Legal Can Do for You” for the product teams.

The benefit of building emotional intelligence skills is that lawyers can ingratiate themselves quickly in new situations with their ability to develop and cultivate effective working relationships across an organization. This can be especially important when trying to converge on a shared set of expectations in an environment where assumptions are made, or beliefs remain unarticulated.

Back to the GC for the Americas of a global travel company, for her, learning the work styles and communication styles of the various people she worked with was the quickest way to arrive at a shared set of expectations with the client, whether it was understanding their availability, what the (now) clearly defined deliverables were, or the company-preferred way of doing things. Being able to understand the needs quickly helped her deliver the right solution quickly.

The emotional intelligence learned through project-based work, where it’s required to learn a new company culture, meet new people, and understand working protocols, centers of influence, and hierarchies, is invaluable. This skill becomes a powerful asset to companies, especially if they are building out a new legal department or establishing credibility for the legal function.

4. Career Development

From a career development perspective, the contract work at the financial software company and other companies gave me exposure to different ways of doing things, and I could hone my EQ skills for dealing with different personalities, some difficult and some easy, but mostly all very busy, and more importantly, I could build my subject matter expertise in other areas.

The learning gained through project-based work for purposes of career development and career advancement cannot be understated.

5. The Paragon Approach

From a Paragon-candidate perspective, I see two additional skills that set us apart from others: initiative and tech-savviness.

Paragon candidates take the initiative to research clients and learn about key client issues as part of their interview prep process. This initiative extends to their work as mentioned above, with their ability to take action, make progress, and complete the work, often without ‘perfect’ information. Clients benefit from this initiative and curiosity as they receive a more informed, proactive, and curious team member!

Second, Paragon candidates become comfortable with technology and working across clients as they are exposed to a multitude of technologies – from communication systems to contract management databases. They are used to using tech to stay in touch, and they have developed the skills to adapt to new technology quickly and easily, enabling them to integrate into a new team seamlessly. Clients have the benefit of learning from candidates’ exposure to these different technologies and may learn about alternatives that become effective tools for their legal teams going forward.

Project-based team members bring a fresh lens to understanding how other departments work, what their expectations are, and what their department and company culture is. This perspective could take many years to obtain through full-time employment. This level of insight and ability to work flexibly makes them a valuable asset to companies with specific expertise needs or a backlog of work or in a crisis situation.

About The Author

Sonya L. Sigler is the best-selling author of WELCOME to the Next Level and What’s Next for My Career? She’s the founder and CEO of PractiGal coaching and consulting and has been an IP and corporate lawyer for over 25 years. She started her career at Sega and Intuit before moving to start-ups, including Cataphora which pioneered technology-assisted review software for the legal industry.

Corporate legal teams’ response to economic pressures varies from complete hiring freezes to budget trims and delays to strategic projects. But one option — doing nothing — is not on the table.

In the quest for new efficiencies and consolidated resources, several General Counsel and legal talent professionals share how to avoid decision paralysis and start rightsourcing teams and practices.

It all begins with your budget.

As painful as it might feel, says Renuka Drummond, General Counsel, IDG, Inc., it’s necessary to get a really “detailed look at every single line item in your budget.” From there, delve into the following areas, frame questions to dig deeper and find areas of duplication, and identify ways to rightsource the resources needed for Legal to deliver.

• Local counsel

In each jurisdiction, identify how many local counsels you are using. If there is a handful on your roster, you’re not alone. Determine if winnowing the list to one or two firms can yield some savings. For example, Drummond says that for companies with large IP portfolios like hers, it may be possible to consolidate to one agent of record and lose some local representation, which in turn could create back-office efficiency.

• Outside law firms

Private law firms face economic pressure, too, with announcements of delayed starts for associate classes and staff layoffs commonplace. It is an opportune time to discuss rates with outside counsel and possibly renegotiate them. Inquire why some blended rates are higher than others. If it’s a staffing issue, ask if a partner is necessary for the matter or if a mid-level or a junior associate could handle it.

• Industry Benchmarks

General Counsel often feels that they should know everything about legal services. But when Jacqueline Lee, Vice President, General Counsel, of Flynn Restaurant Group, shifted from that mindset and began reaching out to people more knowledgeable than her, she discovered some of her best ideas.

Lee taps into her network of professionals, from legal tech, pricing, and alternative fee arrangement folks to legal service providers and others. She has found instances of competitors paying far less for the same services and delved into fixed fees by phase for litigation.

Vendors, peers, and interim attorneys all have market intelligence to share. Most are excited to apply best practices to support friends and clients and are waiting to be asked. Tracy Scanlan, Vice President of Client Development and Legal Affairs at Paragon Legal, often hears from General Counsels who wonder if they are the only ones struggling with work overflow, unpredictable business demands, and talent shortages.

Scanlan thinks that getting a third-party perspective by speaking with respected people in the industry can help GCs show their leadership team, “Hey, we’re not the only ones facing this … and this is what I think we can do to help our company.”

• Now or later. Time and energy.

“Most legal teams are smaller than everyone wants them to be. You can’t tackle everything all at once,” says GC Drummond. Her best hack? Prioritization.

For example, when dealing with a strategic initiative to be completed in a three-year timeframe, she could have easily felt thwarted by current budget restraints. Instead, she recommends playing the long game along with some short-term “for now” steps. Determine which clearly defined priorities, such as revenue generation, can be met in the next quarter and what needs to wait for later.

The top priority for Drummond was to gain approval on the critical aspects of the project. She put phase two to the side but still in view and ready to tackle once the top priority was met. Not wanting to lament about what Legal had to give up now, she reframed to ask, “Is this the best way I can use my time and energy?”

Rightsourcing in an era of new efficiencies for GCs Drummond and Lee meant bringing on flexible-hire lawyers to support high-priority projects as well as to cover daily demands while in-house attorneys focused on milestone events.

Paragon’s Megan Kelly, Director of Attorney Development, continues to see how flexible legal talent can jumpstart in-house rightsourcing efforts. Not only does Legal gain a person hitting the ground and the immediate help needed, but new resources can be parlayed into long-term support once pressure eases.

To avoid decision paralysis and optimize legal resources for success, start by thoroughly examining your budget and identifying areas of potential savings. Consolidate local counsel and renegotiate rates with outside law firms, leveraging industry benchmarks and seeking third-party perspectives. Prioritize initiatives and consider flexible legal talent to support high-priority projects and long-term growth.