What the business wants from legal in 2023

What do business leaders want from their legal team? We decided to ask them. Top-level executives from Trustpilot, Cazoo, GoCardless, USV and more share their thoughts on how legal can enable them to do their best work.

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What's inside?

C-suite leaders with experience at companies like Trustpilot, Cazoo, GoCardless, Funding Circle, and more share their thoughts on what makes a strong legal team, what they expect from their legal colleagues - and how to avoid poor collaboration.

Intro

What does the business need from legal?

Michael Haynes, General Counsel at Juro, introduces this eBook with a look at the ever-evolving legal role, and the things he's learned from his experience at scaleups like Cazoo, RVU and Zoopla Group.

Michael Haynes is the General Counsel at Juro.

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Chapter 1

How legal can enable sales

One of many tasks that may fall into legal’s in-tray include enabling sales to close deals faster. How can lawyers get started? In this section we get the latest from leaders in high-powered sales teams at Funnel and Farewill, to learn about what they really want from legal.

James Ireson is the Chief Revenue Officer at Funnel.io.

Jenny Zhao is the Chief Commercial Officer at Farewill.

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Chapter 2

How legal can enable finance

Legal and finance often end up working closely together at a high-growth scaleup - especially when it comes to funding rounds, contracts, and negotiations with customers or merchants. How can legal empower finance to work as effectively as possible? We asked CFOs at GoCardless and Topi.

Catherine Birkett is the Chief Financial Officer at GoCardless.

Keji Ajayi is the Chief Financial Officer at Topi.

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Chapter 3

How legal can enable marketing

Marketing teams at scaling businesses need to move fast - so what can in-house lawyers do to support them? We quizzed marketing leaders with experience at Cognism and Spendesk on their thoughts around effective legal and marketing collaboration.

Alice De Courcy is the Chief Marketing Officer at Cognism.

Stephanie Bowker is the co-founder and CMO of Ourspace.

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Chapter 4

How legal can enable people and talent

As the business grows, they ramp up hiring. More hires equal more contracts - and that’s just one area where legal and people & talent work together. What other projects do they collaborate on? And what do people & talent professionals at world-class businesses, like Truspilot and Cazoo, want from legal?

Donna Murray Vilhelmsen is the Chief People Officer at Trustpilot.

Veronica Sharma is the Chief People Officer at Cazoo.

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Chapter 5

How legal can enable engineering

Behind every SaaS scaleup, there’s a product and engineering team, working tirelessly to build the best product for their customers. How can legal enable engineering to work more efficiently? And what does that collaboration look like?

Mark Flowers is the Chief Technology Officer at Juro.

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Chapter 6

How legal can enable investors and the Board

Legal teams sit at the heart of most funding rounds - managing relationships between founders, the wider business, and of course investors and the Board. What do investors at Eight Roads and Union Square Ventures expect from legal at a scaling business? Find out in this section.

Alston Zecha is a Partner at Eight Roads.

John Buttrick is a partner at Union Square Ventures (USV).

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Chapter 7

How legal can enable the CEO

What impact can legal have on the top-level execs of the business? We asked the CEOs at Super Payments, Yoto and Juro. In this section, they share their top tips on how legal can enable them to scale their businesses successfully.

Ben Drury is the CEO and co-founder of Yoto.

Samir Desai CBE is the CEO and founder of Super Payments.

Richard Mabey is the CEO and co-founder of Juro.

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