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Evolving in-house skillsets
This shift has exposed a growing disconnect between the skill sets developed in private practice and those required in-house, meaning strong firm lawyers are unlikely to be automatically well-suited to in-house roles. The market is placing increasing emphasis on judgement, pragmatism, and communication. In particular, the ability to explain legal risk clearly to non-legal stakeholders has become critical- they need concise, actionable guidance that enables decision making, not exhaustive legal analysis. Lawyers who cannot adapt to their communication style risk being overlooked, regardless of their technical ability.
A business partner mindset is also key: In-house counsel work closely with leadership and operational teams, requiring a deep understanding of how the business functions. This includes its commercial drivers, risk tolerance, and strategic priorities. Lawyers who have had meaningful client exposure or secondments during their time in private practice tend to demonstrate this capability more effectively, as they are better able to contextualize legal advice and understand how it will be applied in practice. This experience is increasingly seen as a differentiator in the hiring process.
Timing plays a significant role in how lawyers navigate this transition. Many move in-house between three and eight years of postqualification. At this stage, they have strong technical foundations but remain adaptable. They are also more willing to develop the broader skill set required. At more senior levels, the move becomes more complex, and highly specialized lawyers may struggle to reposition for generalist roles, and expectations around seniority and compensation can be harder to align. This reinforces the idea that commercial capability must be developed early, rather than treated as an optional add-on later in a career.
Compensation is often cited as a barrier to moving in-house, but it rarely tells the full story. Law firm salaries, particularly at the senior level,
continue to outpace those in most in-house roles. However, decisions to move are increasingly driven by wider career considerations as lawyers weigh up the opportunity to engage more closely with the business, influence decision-making, and see the direct impact of their work. The appeal lies in relevance and involvement, not simply remuneration. These further underline the shift in what lawyers’ value in their careers.
Assumptions about workload are also shifting. In-house roles are not necessarily less demanding, with many teams operating under sustained pressure and limited resources. The
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