Let’s be honest—tech companies live and die by their teams. Unlike airlines, manufacturing, or oil rigs, we do not have tangible assets like planes or assembly lines. What we do have are smart people, big ideas, and the ability to turn those ideas into reality faster than competitors.
So, if you are in charge of building a legal and corporate affairs team, you are about to play one of the most strategic roles in the company. No pressure.
Think like a coach, not a lawyer
Building a legal team is not about staffing the department with a bunch of compliance robots. It is about creating a high-performing sports team where every player knows their role and executes it flawlessly. Your job is to make sure the offense and defense work together without tripping over each other.
Offensive players make business-savvy lawyers
These are your playmakers—the ones who work directly with marketing, sales, product, and corporate teams. They are charismatic, adaptable, and can talk business lingo like they have an MBA on the side. You need them to be fearless, willing to take calculated risks, and capable of making judgement calls on the fly.
Want to make them even better? Bring them into high-stakes business meetings and industry conferences. The more they understand the company’s goals, the better they will be at finding legal solutions.
Defensive players are compliance and risk gurus
Let’s face it—some things in legal are just not overly exciting. Financial regulations, anti-corruption laws, SEC filings—someone has got to do it. These are your risk managers, your regulatory watchdogs, the people who make sure you do not wake up to an SEC investigation.
But here is the trick: do not let them take over. If they had their way, your company would never take a single step without three months of paperwork. Instead, listen to about 30% of what they say (the part that actually aligns with your real risk profile) and politely ignore the rest. Balance is key.
The strategic role of legal support staff
Paralegals and operations staff are the unsung heroes who keep everything moving. They know the business inside and out, track Service Level Agreements (SLAs), handle daily operations, and make sure the legal team is not drowning in chaos.
Pro tip: Have your lead paralegal report directly to you. They will keep things running smoother than most junior lawyers, mainly because they do not overcomplicate everything. Give them real responsibility; for example, involve them in procurement contracts and commercial agreements—and watch them thrive.
Public policy and regulatory affairs are forward scouts
Not every company invests in a policy team, but if you are scaling fast, you should. Governments love to throw regulatory curveballs, and you do not want to be caught off guard. Whether it is privacy laws, fintech regulations, or government procurement opportunities, having someone with strong industry connections can be a game-changer.
If you cannot afford an in-house team, join an industry association. It is a cost-effective way to stay ahead of regulatory trends, build relationships with policymakers, and avoid last-minute compliance fire drills.
Your role: the ultimate playmaker
As the GC, you are not just managing lawyers—you are orchestrating a strategic advantage. Sometimes, you are an offensive coordinator, pushing business deals through the finish line. Other times, you are a defensive coach, shutting down risks before they explode. And occasionally, you just need to call a timeout before things get out of hand.
Launching a new product? Lean on your offensive and policy teams. Expanding into a highly regulated market? Time to bring in the compliance squad but ignore 70% of what they say. Running into bureaucratic hurdles? That is where your policy folks shine and open doors.
Knowing when to deploy each team member will determine whether your company scales smoothly or gets stuck in legal quicksand.
The bottom line
A great legal team does not just protect the company—it accelerates growth. Get the right mix of talent, use them strategically, and always remember: you are here to enable the business, not slow it down. Now go build a team that wins.
Shahab Ahmed is group general counsel at The Binary Holdings.
