Key Insights

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1. Community Solves the Real General Counsel Problem — Isolation

When Sarah joined Tynes, she expected legal challenges. Instead, she found loneliness.

She couldn’t ask outside counsel questions like “How do you get founders to listen?” or “What should I prioritize this quarter?”

So she built the space she needed — and hundreds of lawyers showed up overnight.

The lesson: legal leadership is easier — and smarter — when shared.

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2. Founders Trust Lawyers Who Speak Their Language

Sarah didn’t build credibility by citing case law — she earned it by helping close funding rounds faster, supporting board strategy, and aligning legal work to commercial goals.

Her mental model: founders aren’t anti-risk — they’re anti-slow.

GCs must adapt to business cadence, not the other way around.

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3. Modern GCs Must Become Operators, Not Issue Spotters

The biggest hurdle she sees when coaching?

Lawyers cling to certainty, structure, and process in environments defined by chaos.

High-growth companies require improvisation, collaboration, and comfort with the gray — traits traditional legal training discourages.

The shift is cultural, not technical.

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4. Personal Brand Is Now a Strategic Asset for Lawyers

Sarah didn’t plan to build an audience — she just wrote about what she was learning.

LinkedIn became her distribution engine, her credibility builder, and later, her business funnel.

Her takeaway: visibility accelerates impact, opportunity, and optionality.

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5. Entrepreneurship Isn’t Glamorous — It’s Emotional

Sarah openly documents the highs, lows, and fears — publicly.

That transparency resonates more than polished expertise because most professionals quietly feel the same way.

Building in public isn’t marketing — it’s connection.

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6. Closing Insight

Modern GCs don’t wait for influence — they build it.

Your founder is already looking for a strategic partner.

Show them you’re one.