Most growing businesses reach a point where legal issues stop being occasional interruptions and start becoming part of everyday decision-making. 

In the early stages, external counsel on an as-needed basis is usually sufficient. A contract is reviewed, a set of terms negotiated, a specific problem addressed. Legal support is reactive and transactional. 

As the business scales, however, the nature of the risk changes. 

Fundraising rounds, larger and more complex customer contracts, international operations, hiring at pace, incentive schemes, intellectual property development and increasing regulatory scrutiny all introduce structural legal considerations. Decisions made quickly, and often under commercial pressure, can have long-term consequences if not properly thought through. 

At that stage, the question is no longer “Do we need a lawyer for this issue?” but rather “Do we have the right legal judgement embedded in the business?” 

For many companies, hiring a full-time General Counsel still feels premature. Yet operating without senior legal oversight is increasingly uncomfortable. 

This is precisely where a fractional General Counsel can add value. 

What a fractional GC provides 

A fractional GC brings experienced, board-level legal leadership on a flexible basis; whether a few days a week, support for a specific transaction, or ongoing strategic input as the business grows. 

The role is not simply to review documents or answer discrete legal questions. It is to act as a trusted adviser to management, helping the business anticipate issues rather than react to them. 

In practice, that means: 

Importantly, the emphasis is on judgement and practicality. Growing businesses rarely need lengthy legal analysis; they need clear answers, proportionate solutions and advice that enables progress rather than slows it down. 

Experience that translates into clarity 

Much of my work has involved supporting companies through complex international corporate negotiations and fast-moving commercial situations. In those environments, legal advice only has value if it is timely, concise and commercially grounded. 

My approach has always been to focus on clarity: understanding the objective, assessing the real risks and providing straightforward guidance that allows the business to move forward with confidence. 

As one client recently noted: 

“David impressed me with his quick grasp of complex situations and the clear guidance he gave. His advice was always very clear, practical and to the point. I highly recommend him to anyone who is looking for strategic and practical solutions and advice in regards to legal problems.” 

That combination of strategic perspective and practical execution is what I seek to bring to every fractional GC engagement. 

A proportionate and cost-effective model 

For many scale-ups and mid-sized businesses, the cost of a permanent senior legal hire is difficult to justify until the workload is fully established. At the same time, waiting too long can lead to preventable and expensive mistakes. 

A fractional model offers a sensible middle ground: access to senior expertise in a way that aligns with the company’s stage of development and budget. 

It also provides flexibility. Support can increase during periods of activity,  such as fundraising, acquisitions or major negotiations, and scale back once those projects are complete. 

The result is experienced legal leadership that is both commercially and financially proportionate. 

A strategic partner, not just a legal resource 

Ultimately, the most effective fractional GCs act as part of the leadership team rather than as external technicians. They provide an independent, experienced perspective and help management make better-informed decisions. 

Good legal input should not feel like an obstacle. It should help the business move faster, with fewer surprises and greater confidence. 

For companies entering their next phase of growth, having that capability in place, even on a part-time basis, can make a material difference.