Episode 8

Navigating IPOs and Acquisitions: GC Gary Spiegel Takes Us Behind the Scenes

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Episode 8

Navigating IPOs and Acquisitions: GC Gary Spiegel Takes Us Behind the Scenes

Cover of SpotDraft guide titled Building Smarter In-House Teams with photos and names of four professionals: Adam Becker, Akshay Verma, Tommie Tavares-Ferreira, and Kevin Cohn.
Here’s how Adam Becker at Cockroach Labs turned AI from experiment into daily legal ops power.

Summary

Key Insights

1. Change is Best Effected from Within.

Stout’s pivot from the CFPB to PayPal was driven by a "humbling moment" of realizing that enforcement is reactive. She concluded that the best way to help consumers is to be inside the company, ensuring the underlying behaviors and products are right from the start.

2. The General Counsel is a Natural Chief Operator.

In a startup, the GC is often a "first responder" to problems that lack an owner. By being a willing "thought partner" and taking on messy, cross-functional projects (like HR or finance gaps), legal leaders build the internal trust and business wisdom required to eventually lead the entire operation.

3. Culture is Not a "One-and-Done" Project.

Stout argues that culture must be constantly re-invested in and modeled from the top. She implements "values presentations" at town halls to repeatedly reinforce desired behaviors and emphasizes the need for leaders to be receptive to feedback—even when it's as simple as being told to stop Slacking the team at 10 PM.

4. Adopt a "Be Awesome at Everything" Mindset.

Early in her career, Stout was tasked with a memo on an esoteric law (RESPA) she found uninteresting. Instead of coasting, she chose to "crush" the case. This philosophy—owning the task in front of you, regardless of whether it's your first choice—is what builds the "superpowers" that define successful executives.

5. Lawyers are Not Vending Machines. A recurring theme in Stout's leadership is that legal shouldn't be an "ivory tower" or a transactional "snack dispenser" for answers. To add true value, legal professionals must invest in deep relationships across the business, understanding risk tolerance and product strategy to move from being a "blocker" to an "enabler".

6. Closing Insight

Your career is not a straight line; it’s a mosaic of "hard complicated things" you were willing to solve. By embracing the winding path and proving you can manage more than just legal risk, you move from the company’s lawyer to its primary strategic navigator.

In this podcast, we cover

0:00 Introduction
01:32 Gary’s start with regulatory law and shift to the business side
06:58 The journey from MySQL to Sun Microsystems to Oracle through multiple acquisitions
15:54 Supporting a company as its first GC and taking over the legal function from the CFO
22:22 The right time to join a company as the first legal hire or GC
27:18 Behind the scenes to Anaplan's successful IPO
33:54 Thoma Bravo's acquisition of Anaplan and Legal’s role in ensuring success
37:16 Building a team of 20+ people and setting them up for success
43:00 Communicating the value of legal within the business
49:18 Leveraging legal expertise as a springboard into other roles
52:00 Strategies for managing stakeholder relationships and balancing legal support
56:56 The future of in-house legal roles

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