The art of early influence: Getting the first 90 days right as a General Counsel in the private equity ecosystem

Having worked with General Counsel across the private equity ecosystem for many years, one thing is clear. The first 90 days in a new General Counsel role have an outsized impact on long-term success.

Private equity-backed companies move quickly. They are commercially driven, highly pressured and focused on value creation. This pace also influences how boards approach hiring General Counsels, making early impact critical. How you handle the early weeks often sets the tone for your entire tenure.

The following ten points are the practical advice I give to General Counsel joining portfolio companies. They focus on building influence, credibility and lasting impact.

1. Understand the business and the investor’s priorities

Before you get involved in contracts or policies, it is essential to understand what the private equity investor expects. What are the key drivers of value and growth? Are they focused on expanding into new markets, improving pricing, or acquiring other businesses?

When your work supports these objectives, you are seen as a commercial partner rather than someone who is only there to manage legal risk.

2. Listen first

There is often pressure to act immediately and demonstrate value. In reality, the strongest early impression comes from listening carefully.

Meet the Chief Executive, the Chief Financial Officer, the Chief Revenue Officer, the human resources lead, the Head of Product and, crucially, the private equity deal team. Ask where they see friction and what they need from legal. Listening shows respect and provides you with the insight needed to prioritise effectively.

3. Conduct a focused review of the legal function

Most portfolio companies have areas that have not kept pace with growth. That is normal and expected.

Your role is not to point out every imperfection but to identify the issues that matter most. A calm and considered overview is far more effective than a long list of problems.

4. Assess team capability and hiring needs

One of the most overlooked aspects of the first 90 days is evaluating whether the current legal team, or lack of one, can support the company’s growth trajectory and investor priorities.

Ask yourself:

• Do you have the right skills in-house for the next phase of the business?
• Are there gaps in regulatory, commercial, or transactional expertise?
• Will interim or external support be enough, or do you need permanent hires?

Even if you don’t hire immediately, mapping out what the function should look like in six to twelve months – and aligning this with management and investor expectations – signals strategic thinking and leadership.

See also: How make your first hire as a GC in a private-quity backed business

5. Understand why processes exist

Many company processes have evolved over time, shaped by the way the business has grown. They may be a mix of founder-led habits and practical solutions developed under pressure.

Before recommending change, understand why the process exists. This approach allows you to improve things without unsettling the business or losing credibility.

6. Use external and interim support wisely

Trying to personally fix every issue inherited from the previous legal team can lead to early burnout.

Strategically using external counsel for mergers and acquisitions, regulatory matters, employment issues, or international work gives you time to understand the business fully. It also demonstrates judgement and prioritisation skills to both management and investors.

In addition, consider hiring interim legal support, whether for specialist expertise or to bridge gaps while you assess long-term hiring needs. Interim Lawyers can provide flexibility and speed without committing to permanent headcount too early, which is often critical in a fast-moving private equity environment.

7. Build relationships with management and investors

In the private equity ecosystem, you serve two sets of stakeholders. You have responsibilities to both the operating company and the investors.

Spend time understanding the investors’ expectations, their preferred style of communication and their appetite for risk. Strong relationships make board meetings smoother and reduce the chance of unpleasant surprises later.

8. Communicate in clear business terms

One of the most effective ways to build influence early is to present legal advice in straightforward language.

Explain the risk, what it means for the business and the realistic options. Clear, practical communication is remembered and valued in the private equity environment.

9. Deliver one or two tangible early wins

You do not need to transform the function in the first 90 days. A couple of practical improvements are enough to create momentum.

This could be reducing the time it takes to turn around contracts, improving visibility over external counsel spend or resolving a long-standing issue that is holding back the business. Early wins build trust and demonstrate your effectiveness.

10. Present a clear plan by day 90

At this point, you move from being a newcomer to a leader.

Your plan does not need to be perfect, but it should be credible and aligned with the priorities of the investors and the business. Set out:

• What you will focus on
• What work you will outsource
• Where you will build capability internally
• What hiring steps or interim solutions will support growth and future exit opportunities

A clear plan demonstrates that you are thinking strategically and are ready to lead the function with confidence.

The General Counsel who succeeds in the private equity ecosystem is deliberate, commercial, and focused from the outset. The first 90 days are not about doing everything quickly; they are about doing the right things in the right order.

By listening, aligning with investor priorities, building strong relationships, and focusing on what truly matters, you position yourself to have influence, credibility, and long-term career success.

The art of early influence is exactly that: a blend of judgment, patience and commercial awareness. Get it right and you set yourself up to make a real difference for the business and your career.