{"id":113689,"date":"2025-12-17T09:23:09","date_gmt":"2025-12-17T09:23:09","guid":{"rendered":"https:\/\/www.taylorroot.com\/?p=113689"},"modified":"2026-02-25T13:17:47","modified_gmt":"2026-02-25T13:17:47","slug":"first-90-days-as-general-counsel-in-the-private-equity-ecosystem","status":"publish","type":"post","link":"https:\/\/www.taylorroot.com\/nl\/market-insight\/private-equity\/first-90-days-as-general-counsel-in-the-private-equity-ecosystem\/","title":{"rendered":"The art of early influence: Getting the first 90 days right as a General Counsel in the private equity ecosystem"},"content":{"rendered":"\n
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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<\/a>, 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.<\/p>\n\n\n\n

1. Understand the business and the investor’s priorities<\/h2>\n\n\n\n

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.<\/p>\n\n\n\n

2. Listen first<\/h2>\n\n\n\n

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.<\/p>\n\n\n\n

4. Assess team capability and hiring needs<\/h2>\n\n\n\n

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\u2019s growth trajectory and investor priorities.<\/p>\n\n\n\n

Ask yourself:<\/p>\n\n\n\n