What makes a lawyer, particularly a General Counsel (GC), so well-suited for the top seat in a company? It’s simple: GCs are already balancing the demands of both the legal and business worlds. As the guardians of risk and compliance, GCs bring more than just legal knowledge to the table—they bring strategic insight. 

Every day, they navigate complex legal landscapes while making decisions that impact the entire organization. This blend of legal expertise and business acumen makes them uniquely positioned to excel in executive roles like the CEO.

But it’s not just about managing risk. GCs are also trusted advisors at the highest level. They work across all departments, giving them a 360-degree view of the company’s operations. Whether it’s overseeing contracts, advising on mergers, or guiding corporate governance, GCs play a central role in shaping long-term strategy. Their ability to see the big picture while managing details gives them an edge in leadership.

The modern GC isn’t just a legal advisor—they’re a business leader. And for those willing to expand their focus and sharpen their leadership skills, the path to CEO is clearer than ever.

Why GCs are perfectly positioned to lead businesses

“As it did with CFOs, the heightened attention to risk management broadened the role of general counsels over time. […] Increasingly, firms insisted that the top lawyer be at the table to discuss new initiatives so that their risks would be thoroughly analyzed before rollout. Many general counsels also became viable candidates for the job of CEO— evidence of their growing role as business partners.”

~ The New Path To the C-Suite, Harvard Business Review 

Over the last few years, GCs have stepped into roles far beyond just providing legal advice. They are now seen as key business partners, working side by side with other top executives. As companies face increasing regulatory challenges and business risks, GCs are often at the center of decisions that shape the company’s future. This evolving role makes them strong candidates for CEO positions.

Instead of simply reacting to legal issues, GCs today help prevent risks, manage crisis situations, and align business strategies with long-term goals. You are no longer just “the lawyer in the room”—you’re a strategic thinker involved in every critical business decision​​.

Key leadership skills of a GC

#1 Problem-solver

If you're a GC, you already have many of the essential skills a CEO needs. Problem-solving is second nature to you—you're used to handling complex challenges, from regulatory hurdles to contract negotiations. 

#2 Risk management and strategic thinking

Your ability to analyze risks, think strategically, and lead legal teams makes you uniquely qualified to oversee broader business operations.

#3 Good communicator

On top of that, you’re great at communication. You often explain legal concepts in simple terms to people who aren’t lawyers. This skill helps you lead cross-functional teams, communicate with stakeholders, and make clear decisions—all of which are vital for a CEO​.

Take Keir Loiacono, for example. He transitioned from General Counsel to CEO at BlueSphere Bio, showing that a career in law doesn’t limit your leadership potential. His story is a clear example of how GCs, with their deep understanding of both risk and strategy, can successfully step into CEO roles​.

More and more companies are realizing that GCs bring a unique perspective to the executive table. As this trend grows, we’re seeing GCs not just advising on legal matters, but leading entire organizations.

So, what’s holding GCs back from becoming CEOs?

"Working all these years as an in-house lawyer gave me great preparation for it. We've worked with sales, customer success, finance, marketing, and all business teams as in-house counsel. That preparation gives you an advantage, because as CEO of an early stage company, you wear all of those hats. But luckily, you've already walked a little bit of the distance."

~ Kathy Zhu, Co-Founder and CEO of Streamline AI
 From DoorDash AGC to Entrepreneur with Kathy Zhu 

Perception barriers:

One of the biggest obstacles GCs faces on the path to becoming CEOs is perception. They are often seen primarily as legal experts rather than business leaders. Companies tend to limit their potential by keeping them in roles focused on legal compliance, contract management, or litigation. This narrow view prevents them from being considered for broader leadership roles, like CEO.

Many organizations still view the GC’s job as reactive focused on legal risks and protecting the company from lawsuits. However, as the role evolves, GCs are becoming more involved in business decisions, strategy, and risk management. Despite this shift, the outdated perception lingers in some companies, which can hold GCs back from getting a shot at the top job.

Also read: Legal Risk Management: From the Playbook of 11 GCs & Leaders 

Lack of operational experience: 

Another challenge is the lack of direct experience in core business areas like marketing, sales, and operations. These are the domains where CEOs typically have a strong track record. If you’ve spent most of your career in legal, you might not have had the chance to lead large teams in these areas, and that can make the transition to CEO more difficult.

For many GCs, the focus has always been on managing legal risks and ensuring compliance. While this is crucial, it doesn’t always provide experience in the operational side of running a business—such as driving revenue growth, managing product development, or building marketing strategies. This gap can make it harder to demonstrate the breadth of skills needed for a CEO role.

However, there’s a growing recognition that GCs already have many of the leadership skills required for these positions. To overcome this hurdle, GCs need to find ways to broaden their experience, such as by volunteering for cross-functional projects or taking on roles that provide exposure to other business areas​.

Also read: How Can General Counsel Earn A Seat On The Board? 

How to transition from GC to CEO

Transitioning from General Counsel (GC) to CEO isn’t something that happens overnight, but with intentional steps, you can make this shift. Let’s break down the key steps you’ll need to take in detail:

Step 1: Broaden your business acumen

“It's important to travel, to go out to meet other teams, and to be open to listening and learning. I’ve seen that without that interaction many people aren't sure what in-house lawyers can do. And if lawyers can give more input into how they see the business running, then people are more open to bringing that lawyer in when there's a potential issue.”

~ Genevieve Kelly, General Counsel in Residence at Goodwin Procter LLP
Blending Legal Expertise and Business Acumen

To move from GC to CEO, you have to start thinking beyond legal matters. A CEO needs to understand all aspects of the business, not just the legal landscape. Here’s how you can begin expanding your business knowledge:

• Shadow other departments: Start by spending time in other areas of the business, like finance, marketing, and operations. Talk to department heads, attend meetings, and observe how they make decisions. For example, you can sit in on finance meetings to learn about budgeting and forecasting or spend time with marketing to understand customer acquisition strategies. This will help you see how each department contributes to the overall business strategy
• Ask questions and learn actively: Don’t hesitate to ask questions when you don’t understand something. CEOs need to know a little bit about everything. Asking questions about sales numbers, market trends, or operations processes, will help you see how the pieces fit together
• Build relationships with the C-suite: One of the most important things you can do is build strong relationships with other executives—CFO, COO, and other department leaders. You’ll gain insights into how they approach problem-solving and strategic decisions. You’ll also position yourself as someone who understands the bigger picture, not just the legal side​

“Cross-functional preparation makes a lot of sense when you’re on a journey towards being a founder. Plus, you probably have good contacts and outside counsel for the incorporation. That's why I'm a firm believer that business-minded lawyers can make fantastic entrepreneurs.”

~ Kathy Zhu, Co-Founder and CEO of Streamline AI
 From DoorDash AGC to Entrepreneur with Kathy Zhu 

Step 2: Develop leadership and strategic thinking

Being a great lawyer doesn’t automatically translate to being a great CEO. To make the leap, you need to prove that you can lead strategically.

• Seek out leadership roles: Look for opportunities to take the lead on projects that go beyond legal issues. For example, you could offer to lead a cross-functional team during a merger or a major corporate initiative. These roles will give you experience making high-level decisions and demonstrating your ability to lead beyond legal matters
• Enhance your communication skills: One key difference between a GC and a CEO is communication style. As a GC, you often have to explain complex legal concepts. As a CEO, you’ll need to simplify those concepts and communicate them in ways that everyone—from the board to front-line employees—can understand. Practice breaking down complex ideas into clear, actionable steps. The better you are at communicating, the easier it will be to lead and inspire your team​

Step 3: Gain hands-on operational experience

A CEO is responsible for the entire company, not just the legal department. To prove that you’re ready for this responsibility, you need hands-on experience managing business operations.

• Lead a business unit or department: Seek out opportunities to run a division, even if it’s on an interim basis. For example, if a department head is on leave or there’s a gap in leadership, volunteer to step in. This gives you a chance to manage day-to-day operations, make P&L (profit and loss) decisions, and get comfortable with the financial side of the business​
• Take external training: Consider enhancing your business knowledge by taking courses or earning a certification. You don’t need to get an MBA, but taking leadership courses or executive management programs will deepen your understanding of business fundamentals. These programs can provide you with the operational expertise you may lack

Step 4: Leverage technology and data

“If legal teams don't figure out technology, they're going to get left behind. Their jobs might get replaced, if not by AI, it'll be by the lawyer who figures out how to use AI.”

~ Kathy Zhu, Co-Founder and CEO of Streamline AI
 From DoorDash AGC to Entrepreneur with Kathy Zhu 

Understanding technology and data is critical for any CEO.

• Adopt technology-driven solutions: As a GC, you probably already rely on legal tech solutions, but moving into the CEO role requires you to see technology as a strategic tool for the entire business. Start with systems like Contract Lifecycle Management (CLM) or financial forecasting tools to show how technology can enhance business operations. Demonstrating that you can leverage data to drive decisions will make you a more appealing CEO candidate​
• Be a business-focused GC: Recognize that your role as GC is already broader than it used to be. You’re not just a legal expert; you’re a risk manager, a strategic advisor, and a business leader. Embrace this and position yourself as someone who understands the company’s strategy, helps manage risk, and drives growth. This mindset shift will help you prepare for the CEO role​

Also read: Why Upwardli CEO Aaron Gregory Took the Leap from GC to Founder 

The GC’s new path to CEO

The role of the General Counsel (GC) has evolved dramatically. It’s no longer just about legal expertise. Today, GCs are strategic advisors, risk managers, and business leaders. By broadening their focus beyond legal matters, developing leadership capabilities, and gaining experience in key business operations, GCs can unlock new career paths that lead directly to the CEO role. The demand for executives who can navigate both legal and business challenges is growing, and GCs are in a prime position to fill that gap​.

If you’re a GC, think of your role as a steppingstone, not a final destination. The skills you already have—problem-solving, negotiation, and strategic thinking—are invaluable. But to reach the top, you need to expand your business knowledge, strengthen your leadership abilities, and get hands-on experience in operational roles. These efforts will position you as a well-rounded leader, ready to step into the CEO’s shoes​.

Now is the time to start planning your next move. Head over to Counsel Corner for more insights and resources tailored to legal professionals who are ready to take the leap into leadership roles. Let this blog post be your starting point—take charge and make the transition from GC to CEO.

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