When fintechs find success, they expand really quickly. But when your in-house legal team starts with just one or two people, how do you prepare for world domination overnight?
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Do you remember life before fintech? Juro CEO and co-founder, Richard Mabey, explores the challenges legal teams faced when fintech started to boom.
To advise and meet the demands of an ambitious fintech, you need to be a different kind of General Counsel. You need to hang on to some principles and let go of others entirely. How do you prepare for this mindset shift?
Startups, by their nature, have to overcome a trust barrier with their customers - even more so in fintech. How can lawyers establish trust externally, while also changing negative perceptions of legal internally?
With upcoming expansions on the horizon and relentless day-to-day work, how can lawyers successfully balance this workload while adding value to the business?
A common misconception is that legal owns privacy. In reality, everyone in the company is responsible. How can you make sure the business scales with privacy in mind?
As the legal leader, you’ll be working constantly with colleagues right at the top of the organization. But what do fintech founders and CEOs expect from lawyers? And what skills and qualities do you need to work effectively with them?
When working with large clients like banks, lengthy contract lifecycles might seem unavoidable. Can a user-centric automated workflow make that process faster, enabling rather than blocking growth?
When you’re working across dozens of jurisdictions at a rapid-growth business, you need to collaborate closely with external counsel. These are the tips and techniques around how you can make it work.
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