Services

Two disciplines that companies normally buy separately, delivered by one person who has practised both.

Track one

Legal Counsel

Licensed advocate with fifteen years of experience, most of it in-house.

Fifteen years of legal practice, most of it in-house, across litigation, institutional investment, international manufacturing, global consumer retail, technology and private-equity-backed software. In-house work teaches something private practice does not: that a legal answer nobody can act on is not an answer.

Commercial contracts and negotiation

Distribution, supply, manufacturing, services, licensing and partnership agreements — drafted, negotiated and, where necessary, argued. Including agreements with counterparties considerably larger than you, where the leverage is uneven and the standard form is theirs.

Corporate structuring and entity formation

Establishing companies and operating structures across jurisdictions, and getting the structure right at the outset rather than paying to unwind it later. Sixteen countries to date, coordinated with local counsel I know personally.

Mergers and acquisitions

Dozens of transactions, from diligence and transaction documents through to the part most deals underestimate: integrating the acquired business afterwards, when the legal work is finished and the commercial work has only started.

Data protection and privacy

Privacy programmes, data mapping, processing agreements and cross-border transfer arrangements, as a Certified Data Protection Officer trained at the Technion. Relevant for any company holding customer data across more than one jurisdiction.

Fractional general counsel

The in-house legal function, for a share of my time. Contract flow, board and management support, risk oversight and outside-counsel management, without a full-time salary on the payroll.

Crisis and dispute management

Disputes, regulatory pressure, transactions that have started to fail, and the internal situations that never reach a court. Legal exposure and commercial consequence handled together, because in a crisis they are the same problem.

Track two

Business and Strategic Advisory

Commercial guidance drawn from operating roles, not from a framework.

Alongside senior legal roles, I have led business development, negotiated with the largest retail chains in the world, sat in management discussions where the commercial decision was mine to make, and advised chief executives on choices that were never purely legal.

Market and territory entry

You want to operate somewhere you do not know. What structure, what partner, what regulatory exposure, what the local commercial customs will do to your assumptions, and what has to be settled before capital is committed rather than after.

Business development and partnerships

Identifying the right counterparties, structuring the commercial relationship, and negotiating terms that survive contact with the other side’s legal department — because I have sat in that department.

Retail and distribution strategy

Getting a product into large retail chains and staying there. Terms, margin structures, listing economics and the operational commitments that look small in a contract and are expensive in practice.

Executive and management advisory

A confidential sounding board for founders and chief executives on decisions that mix commercial, legal, organisational and personal considerations — which, at the top of a company, is most of them.

Negotiation and the room

As a Certified Jungian Coach with Level 2 ICF-accredited training, I read the human dynamics of a negotiation as deliberately as I read the terms. Deals are settled by people, and the reason a counterparty is refusing is frequently not the reason they have stated.

Why one advisor and not two

A company at the point of a real decision usually needs both a legal view and a commercial one. Buying them separately produces three problems.

You pay twice, and you pay again in your own time — briefing two professionals on the same background, then reconciling their advice yourself.
Neither advisor sees the whole picture. The lawyer optimises for risk because risk is what they were asked about. The commercial advisor optimises for the deal. Neither is wrong, and neither is sufficient.
The decision falls to you at exactly the moment you have least time for it, and you are the person in the room least equipped to weigh a legal exposure against a commercial upside.

I do not think a single advisor is right for every company. A multinational with a general counsel and a strategy function does not need this. But for a founder, an owner, or a company moving into unfamiliar ground, one person who can hold both sides is faster, cheaper and better-judged than two people who each hold half.

Working together

Built around what you actually need.

There is no single package, because an eight-person startup and a manufacturer opening a plant abroad do not need the same thing. What follows are the four shapes an engagement usually takes.

Hours bank

You buy a block of hours and draw on it as questions arise, across both legal and commercial work. It suits companies whose needs are real but irregular, and it gives you a known ceiling on cost.

Monthly retainer

A fixed monthly scope for companies that want a legal and strategic function permanently on hand rather than summoned in an emergency.

Project engagement

A defined piece of work with a defined scope: a transaction, a market entry, a restructuring, a set of agreements.

Fractional general counsel

I act as your general counsel for an agreed share of my time, sitting in management discussions and carrying the legal function without the cost of a full-time hire.

Early-stage budgets are workable. If the constraint is real, say so at the first call and we will build the engagement around it rather than around a standard rate card.