Tom Dunlop on personal brand: for in-house legal, your brand is built from within

When I started my journey as a General Counsel, someone said to me: “You’re a businessman who happens to practice law.” That observation changed how I perceived my role forever – and it’s one reason why I believe every in-house legal professional must actively build their brand.

The challenge is clear: legal teams are too often seen as protectors of risk rather than enablers of growth. But what if that perception can change by shifting how in-house legal leaders show up, internally and externally?
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1. Think commercially, not just cautiously

Legal training teaches us to spot problems, ask questions and highlight risks. That’s essential, but when it’s all you do, you run the risk of being viewed as a blocker rather than a business enabler.

To shift the conversation, start by asking questions that show commercial curiosity and an understanding of business outcomes, like…

• What’s the commercial objective here?
• How does this decision support our wider business goals?
• What’s the potential upside if we take this approach – and what’s the real risk if we don’t?

Reframing discussions this way means you move from focusing solely on legal protection to helping stakeholders achieve the business results they’re looking for.
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2. Lead with empathy

Lawyers often have high emotional intelligence – we know how to read a room, spot conflict, and navigate negotiation dynamics. But we often reserve that strength for third parties and external counterparts, rather than internal stakeholders.

To build trust, I’d recommend using empathy as a tool within your organization. For example…

• Tie risk to what your audience cares about. Instead of saying “this contract has flaws”, say “this discrepancy might delay your project, which could impact your budget or timeline.”
• When collaborating with departments like Sales or Product, take a moment to understand their pressures and constraints. Ask questions like “what does success look like for you?”

Empathy isn’t about softening your message; it’s about making it land. When you show you understand what your stakeholders care about, you earn trust, and trust builds influence.
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3. Champion yourself and your team

One of the most common frustrations I hear from in-house teams is that nobody sees what they actually do. Your colleagues might know your name, but they don’t always see the wins behind the scenes.

Here’s what you can do…

• Share even the smallest wins. Whether it’s negotiating more favorable terms, saving on liability or enabling faster deals, make sure they’re visible in the right forums.
• Frame your contributions in business terms. Show how legal’s input improved margins, reduced friction or shielded the business.
• Be intentional about visibility. Speak up in leadership meetings, publish commentaries or join cross-functional projects.

Over time, by aligning your role with larger business goals you’ll build a track record that colleagues and executives begin to associate with your brand, and before you know it, the board will understand that you contribute to significant business objectives.
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4. Embed yourself in the business

A strong in-house brand isn’t just about communication – it’s about integration. To be seen as a strategic partner, you need to act like one.

That starts by deeply understanding how your company operates:

• What drives revenue and growth?
• What are the metrics that matter most to leadership?
• Where are the pressure points that slow teams down?

Join commercial meetings, sit in on product demos, talk to Finance about how deals flow through the system – the more fluent you become in the language of your business, the more your advice carries weight.
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Brand building as an inside job

Building your in-house brand isn’t a flashy marketing play – it’s an inside job. It’s the accumulation of choices, conversations and visibility over time.

If you lean into these four pillars – thinking commercially, leading with empathy, championing your contributions and embedding in the business – you begin to shift perceptions. In other words, you move from “legal advisor” to “strategic partner”.

Interested in finding out more? We’ve spent this year gathering stories and insights from real-world Legal Disruptors to show how legal leaders are making this shift. Explore their stories and guidance in our Legal Disruptors hub.