One of my most popular podcasts was with Zeno Capucci, Chief Legal and Risk Officer at Docplanner. Our conversation about how the CLO role has evolved turned into a fair summary of the conversations I have with general counsel every week: strategy, resourcing, technology and what it really takes to step up. So I thought it would be helpful to share the key insights in this blog.
From contracts to strategy
Zeno described the last five years as "wild", and it's hard to disagree. A pandemic, a tech downturn, wars, tariffs and constant geopolitical uncertainty have changed what businesses need from their senior lawyers. In regulated, international companies, the CLO is now expected to help shape direction, not just protect the downside. In Europe, he sees the role taking on ESG, public affairs and regulatory oversight, much as it already had in the US.
The flip side is a stark contrast. If a business hired a lawyer simply to turn contracts at volume, much of that work can now be automated.
The title matters less than the substance
I'm seeing the CLO title used far more widely in the UK than five years ago, helped along by some job title inflation. Zeno's view was refreshingly blunt: what counts is what you do, and what the company needs.
In my experience, first in-house hires are almost always prompted by high external legal spend or a specific worry, such as litigation or a regulatory shift. Then, a few months in, the business discovers its lawyer can help with far more. Zeno's own story bears this out. He joined Docplanner as its first central legal hire, reporting to the CFO, brought in at investors' urging to clean things up. At interview, the questions were whether he was commercial enough and whether he would slow them down. Five years on, he reports to the CEO, acts as board secretary and his team has led on M&A and funding rounds.
Don't get hung up on the reporting line
Candidates often tell me they will only report to the CEO. I understand why, particularly in listed companies. But Zeno made a point I'd echo: substance beats structure. For years he reported to the CFO while being treated as a peer, with real access to the CEO and board. A CEO who never wants to hear from you is worth less than a CFO who brings you into the room. Once that relationship exists, though, reflecting it on paper is healthier for governance.
Doing more with less, and doing it differently
"Do more with less" has been a convenient refrain in recent years, as budgets have shrunk, regulation has multiplied and junior lawyers have become more expensive. Zeno cited a law firm presentation counting 18 new EU-level regulations since 2018, before you even reach member states, the UK or the US. Legal teams are now expected to manage budgets like any other function, and the answer to more work can't automatically be more headcount.
I'm cautiously optimistic that the worst of the squeeze is behind us. I'm hearing fewer leaders say they are being stretched with no investment at all. But the hiring brief has changed for good.
Stay close to the detail
One point every senior lawyer I speak to recognises: never become purely a manager. Zeno still negotiates contracts himself from time to time. Lose touch with the work and you lose the ability to judge your team's quality, and that connection is very hard to win back.
Advice for those stepping up
I asked what Zeno would tell himself on day one. He said, “trust your instincts and sweat the small stuff, because early decisions can save the business real pain later. Don't dwell on mistakes, but learn from them. And enjoy the ride”. Borrowing a phrase from a scale-up founder, he called it "a marathon of sprints". Imposter syndrome, he argued, is often a sign you're in the right place.
The Chief Legal Officer can be a lonely role. Conversations like this one are a reminder that the pressures are shared, and that the people who thrive are the ones who embrace them.
