3. Give me some rope | Legal as product

Continuing with the theme of first general counsel at a venture-backed high growth tech company, a thought: think of legal as product (product/engineering).

Give me some rope.

To the outside person, both operations are black boxes. The CEO suggests, “I want xyz to happen,” and it is now the task to develop the language/code and have the necessary conversations leading to the desired outcome. One can advise/discuss/refine—and ultimately execute.

What is the process to execute?

“Our highest priority is to satisfy [our clients] through early and continuous delivery of valuable [legal output. We] welcome changing requirements, even late in development.” “Working [legal output] is the primary measure of progress.” “Continuous attention to technical excellence and good design enhances agility.” “Simplicity – the art of maximizing the amount of work not done – is essential.”

The Agile Manifesto is a software development process outlined in 2001 as an alternative to waterfall. Many product/engineering teams use it, and many companies have been built to serve those who use it. An underlying theme is that individuals working in this process should thrive.

As the first GC, meet with the product team - not just for what it plans to release – but how it operates. A few quick observations:

1) To the extent legal operates like other teams in the company, legal becomes easier for those teams to understand, integrate with, work alongside.
2) Product is often the dominant operational cadence in a high-growth tech company.
3) Product by necessity has developed a process to survive and thrive in an uncertain and turbulent environment.
4) Product has the best toys (more on this).