I spent years at a big law firm, then moved in-house at tech companies like Skydio and Zipline. Along the way, I noticed something broken about how legal services work for growing companies.
Traditional billable-hour firms work well if you're big enough to have a General Counsel—someone internal who can manage outside counsel, push back on unnecessary work, and keep things focused. But below that threshold? The incentives are completely screwed up.
The clock is ticking on every call, every email, every question. That makes it hard to have the conversations that actually matter: the unhurried ones where you get to know the business, the founders, what keeps them up at night.
You don't need mercenaries or flex talent. You need a partner who understands your business and plays the long game.
When I was in-house, my job was simple: help the company succeed. I wasn't billing hours or justifying my time in six-minute increments. The company and I wanted the same thing. We were aligned.
That's why I work almost exclusively on a subscription basis. It realigns the incentives to look like they do when you're in-house. We both want to accomplish the same thing. I want to help you close deals, manage risk intelligently, and avoid unnecessary legal work—not create more of it.
This model means we can have real conversations. You can call me to think through a business problem without worrying about the meter running. I get to understand your company, your goals, and the problems you're trying to solve. That context makes me more effective.
