The general counsel position has evolved in recent years. In addition to acting as a trusted legal advisor, in-house leaders have been charged with filling numerous roles, including strategic business partner, corporate conscience, and risk and crisis manager, to name a few. As a consequence of these expanded responsibilities, they have risen to become power players on the corporate executive management team.

Moreover, general counsel must serve one other vital role — operations manager. In an uncertain economy, in-house counsel are under pressure to effectively and efficiently manage the department’s budget, develop and retain talent, and deploy technology and tools. At the same time, GCs must sufficiently manage their own time and priorities when engaging in the day-to-day functions required to fulfill the duties associated with their expanded portfolios.