Key insights

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1. Hiring for International Scale is an Art of Realism.

When expanding, GCs must push the business on why they need local headcount rather than defaulting to complex local entities. Success requires being realistic about current needs; sometimes a junior coachable hire is more effective than a senior lawyer for a market that primarily requires administrative oversight.

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2. In-Person "Meandering" Drives Innovation.

While remote work offers flexibility, Sarah argues that "meandering" in-person conversations often lead to solutions that structured Zoom calls miss. High-performing global teams need face-to-face interactions to build the trust necessary to survive day-to-day business challenges.

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3. The "Three-Scenario" Market Entry Framework.

Before entering a new jurisdiction, GCs should plan for three outcomes: success (tax and profit repatriation), steady-state (labor rules for 25+ employees), and failure (the high cost and time of winding up a foreign entity).

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4. Regulatory Management Requires Principle over Text.

In fast-moving sectors like micro-mobility, technology often lags behind regulation. Sarah advises following the "spirit of the regulation"—understanding the historical context and the regulator's ultimate goal—to remain on the right side of future interpretations.

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5. Crisis Management Means Living in the Gray.

Whether it’s a product recall or a data breach, GCs must accept that information will never be black and white. The GC’s role is to grab the information flow, provide a coherent structure to the discussion, and maintain proactive transparency with regulators to build long-term trust.

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6. Closing Insight

Your role as General Counsel is to ensure the business enters every new market with its "eyes wide open" to the long-term cost and resource requirements. True executive partnership isn't about avoiding the "gray" areas of international law, but about building the team and trust necessary to live comfortably within them.