Key Insights

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1. GCs Must Speak Multiple "Languages."
René emphasizes that to be an effective counselor, a lawyer must be fluent in finance, accounting, and product engineering. This allows the GC to move beyond traditional legal advice to challenge unit economics and drive operational change, such as fixing broken resource allocation models in consulting.

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2. Lean into the "Jack of all Trades" Mentality.

In a startup or hyper-growth environment, boxes must be moved regardless of your title. René advocates for "jumping on loose balls"—taking over HR or Finance functions when gaps open—to ensure organizational stability and prove executive versatility.

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3. Founding a Business Humanizes the Deal Process.

Having founded Sonar, a hardware startup, René developed a profound empathy for founders selling their "babies". This experience taught him that deals are often driven by emotional states rather than pure logic, a realization that has made him a more nuanced and effective dealmaker.

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4. Ownership During M&A Integration.

In large-scale acquisitions (like those at HSBC or Audible), the acquired team must remain confident in their product expertise. René highlights that big companies have resources, but they don't always know the specific "secret sauce" of the innovative target. GCs must advocate for their tailored policies during integration to prevent dilution of value.

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5. Audit the Numbers Yourself.

Legal leaders should not simply accept financial messaging from the management team. René suggests that GCs must get into the "weeds of the numbers" to understand true burn rates and balance sheet liabilities, as these are the issues that ultimately can take a company under.

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6. Closing Insight

Your transition to a strategic operator is driven by the same curiosity that led you to law; by learning the "weeds of the numbers" today, you ensure that you are never just "stuck in a box," but are instead the primary navigator for your company’s future.