The L Suite (TechGC)

Exciting news: Scott Bulua, General Counsel at Ramp, will be speaking at The L Suite (TechGC) 2024 Growth Summit! Don’t miss this opportunity to learn from Scott's expertise on steering growth in this ever-evolving market. ? 11/14 @ The Westin, NY RSVP now: https://lnkd.in/ewFtNRvj

I'm really looking forward to co-hosting The L Suite (TechGC)'s 2024 Growth Summit on November 14 with Mario Springer of Justworks. We will be discussing all sorts of interesting topics related to late-stage growth companies, including the state of public and private capital markets, how to sustain high-growth mode and support your company's financial goals from the GC seat and how to continue to care for your team and your own mental health. Hope to see some old and new friends there! #theLSuite #TechGC #HighGrowth #GrowthSummit

Thrilled to be moderating this The L Suite (TechGC) panel at their upcoming Women's Collective Dinner! Our discussion will spotlight the vital, forward-thinking role legal teams play in guiding companies through complex challenges and opportunities. I'm looking forward to drawing insights from this impressive group of female GCs, whose experience and vision are invaluable as we explore the intersection of strategy and legal foresight. #theLsuite #TechGC #WomenInLaw #CorporateGovernance Piret Loone Victoria Libin Laurie Hill Cooley LLP

Every GC faces the same challenge: how do you quantify the value of legal? The answer lies in choosing the right metrics. Roman Perchyts (GC, airSlate) uses a clear framework, measuring four key areas: ? Time: How fast contracts move ? Volume: Work processed ? Results: Team performance ? Costs: Spend per contract and budget tracking But numbers alone don't tell the full story. "To elevate the legal function to a strategic level, you need to have KPIs that are not about the sausage-making, but rather major transactions closed, new markets opened, litigations settled or won, or dollars saved by renegotiating major deals/leases," explains René Paula (CLO & Head of Corp Dev, NotCo). This shifts how legal teams define success. Clarissa Cerda (CLO, Pindrop Security) tracks everything from contract flow to closing speed to show legal's effect on deal momentum. The challenge? Finding the right measures. "Metrics] re: contract turnaround time can come back to haunt you unless you have very standard, non-negotiated agreements…One big, nasty negotiation and your turnaround time can get blown out of the water," warns Jeri Rouse Looney(Former GC, ZeroAvia). Focused projects can cut through this complexity. Matt Boisen (GC, Highspot) improved his company's deal process by creating standard order forms. Usage grew from 8% to 75% in three years. "It helps the business understand that legal isn't just a black box where contracts go and pop out signed two months later," he notes. Effective metrics connect to company goals. Roxanne Quinlan (COO & GC, Marketplacer) links measurements to business results, using clear targets and outside benchmarks. Strong legal metrics show three things: ? How legal drives revenue ? How it speeds up work ? How it protects the company The right measurements turn legal from a cost center into a key part of business growth. – Want to go deeper on legal KPIs? We'll drop a link in the comments to a more thorough deep dive on the topic.

As AI transforms how companies make decisions, GCs are asking, “Do our governance structures need a complete rethink?” On November 6th, The L Suite (TechGC) presents "What's AI Got to Do with It?" - a focused discussion on whether companies should rethink their corporate governance structure, featuring three of the leading voices in corporate law and technology: ? David Berger, Partner at Wilson Sonsini Goodrich & Rosati ? Alexandra Paufique, Head of Legal at SmartRecruiters ? Edward Rock, Martin Lipton Professor of Law at New York University School of Law Through their discussion, we'll examine: 1/ The evolution of corporate governance, from shareholder primacy to the increasing use of dual-class stock in tech companies 2/ How AI and emerging technologies challenge traditional governance models and introduce new complexities in decision-making 3/ The significance of Public Benefit Corporations (PBCs) and other evolving governance structures in addressing externalities and long-term stakeholder value November 6th, 2024 1:00 - 2:00 PM EST Virtual Event Exclusive to L Suite members. CLE credit available. Chatham House Rule applies. Don't miss this opportunity to get ahead of one of the most significant governance challenges facing modern GCs. Register now to secure your spot.

The difference between good and great legal leadership can define a company's trajectory. Next week, legal leaders will gather for two days at The L Suite (TechGC)'s 2024 Growth Summit. Mainstage 1: Charting a Path from General Counsel to Business Leader How to expand beyond legal into broader business leadership - practical steps, real challenges, and lessons learned. Speakers: ? Liz Simon - COO, Industrious ? David Dempsey - President & COO, Heartbeat Health ? Aaron Singer - Chief Strategy Officer & CLO, Essor Mainstage 2: Maximizing Your Pre-IPO Potential Managing growth, costs, and compliance during a longer path to IPO - strategies that work when timelines shift. Speakers: ? Alison Fraser - CLO, Confluence ? Inna Barmash - CLO & Corporate Secretary, Amplify ? Scott Bulua - GC, Ramp ? Jayshree Mahtani - GC & SVP Operations, Skillshare Limited seats remaining for this gathering of growth-stage, late-stage private, and public company GCs/CLOs. What would you ask these experienced leaders? Register Now!

The best insights often come from the person sitting next to you. That's why The L Suite (TechGC)'s 2024 Growth Summit features multiple rounds of choose-your-own-adventure style discussions, fostering deeper connections with peers who understand your challenges. Key Sessions Include: ? Latest Regulatory Trends in AI ? AI Policy Development & Management ? International Expansion: Strategies for Success ? Solo GC Survival: Succeeding as an Army of One Special thanks to our distinguished sponsors: Davis Polk & Wardwell LLP, Foley Hoag LLP, Dentons, Ivo, Lawtrades, Latham & Watkins, LinkSquares, Luminance, MineOS, Orrick, Herrington & Sutcliffe LLP, SpotDraft, Taylor Wessing, and Wilson Sonsini Goodrich & Rosati. Join us November 13-14 at The Westin New York Times Square. What challenge would you most like to discuss with a peer who's been there before? Register Now!

As a GC, you're expected to anticipate and mitigate risks. But how do you handle events that completely blindside you and your team? The Black Swan Theory, developed by Nassim Nicholas Taleb, offers insights for legal leaders. It highlights how even the most prepared can be caught off guard by unpredictable events. In his book, Taleb writes: "History is written by the victors, and the victors are often the beneficiaries of Black Swan events." This highlights the impact these unforeseen occurrences can have on our professional world. Consider the 2008 financial crisis or the sudden shift to remote work in 2020. These events reshaped the legal landscape overnight. No matter how diligent you are, you can't foresee everything. So what can you do? While there's no foolproof strategy, here's a two-pronged approach to consider: 1. The "What If" Exercise: Regularly challenge your team with scenarios. What if your biggest client suddenly left? What if a key regulation changed overnight? This exercise helps identify crucial blind spots and builds mental agility. 2. Build Your Safety Net: Your peer network is your greatest asset when facing the unknown. Cultivate a strong community of fellow GCs who can offer support, share experiences, and provide diverse perspectives during turbulent times. How do you approach these unpredictable risks? Has your professional community ever been your lifeline during a "black swan" event?

Legal strategy is becoming business strategy. That's the central theme of The L Suite's 2024 Growth Summit, where an exceptional group of legal leaders will explore how GCs are shaping the future of high-growth companies. Join us November 13-14 in New York City for The L Suite (TechGC)'s 2024 Growth Summit: Building Resilience: Aligning Legal Strategy & Business Agility. This two-day summit brings together an extraordinary lineup of speakers, including: ? Aaron Singer, Chief Strategy Officer & CLO at Essor ? Alison Fraser, CLO at Confluence ? David Dempsey, President & COO at Heartbeat Health ? Pam Swidler, CLO, CCO & Corporate Secretary at WeWork ? Scott Bulua, GC at Ramp Under the leadership of co-chairs Erin Abrams (CLO, Via) and Mario Springer (SVP & GC, Justworks), participants will dive into how modern legal departments can drive growth while navigating risk in uncertain times. From expanding into broader executive roles to maintaining fundraising readiness, our mainstage discussions tackle the evolving demands on legal leaders. Designed specifically for growth, late-stage private, public company, and fund GCs/CLOs. How are you preparing your legal team for your company's next phase of growth? Register Now!

There are no headlines about lawsuits that never happened or regulatory issues avoided. Yet, behind the scenes, the best GCs operate like chess grandmasters, constantly thinking several moves ahead. This forward-thinking approach, while often unnoticed, can significantly impact a company's success over time. Here's how top-tier GCs stay ahead of the game: 1. Future-Proofing: Effective GCs actively prepare for potential regulatory shifts before they become law. They stay ahead of industry changes, allowing their companies to adapt quickly. 2. Strategic Alignment: They serve as key strategic partners in the business. They participate in major decision-making processes, offering insights that encompass both legal and business perspectives. 3. Smart Risk Management: They know when to advise their company to take smart risks for long-term gains. They find the balance between legal caution and business opportunity. 4. Pattern Recognition: They use their experience to identify potential issues early. They recognize patterns from past situations and address them proactively. 5. Vision: They consistently consider the company's big-picture objectives. They ensure their legal strategies support the organization's long-term vision, not just immediate legal concerns. It's important to note that no strategy is perfect, and no GC can prevent every legal issue. However, by thinking ahead and positioning ourselves strategically, we can greatly improve our companies' chances of success. How do you approach your role as a GC? Are you playing chess, or are you primarily reacting to each challenge as it arises?