The skills today’s in-house lawyers need to succeed

Speaking with Lawyers Weekly, three finalists for 30 Under 30 in the corporate counsel (large business) category delved into the key skills young in-house lawyers must develop and master to achieve long-term success in the field.

The rise of commercial judgement

While strong technical expertise remains essential, commercial judgement and business awareness are increasingly valued, emerging as the qualities that distinguish top in-house lawyers.

Chelsea Brasier, manager and counsel at American Express, highlighted the transformative value of commercial awareness, explaining that understanding how the business operates and what success looks like allows legal advice to be both practical and highly relevant.

“Commercial awareness has been the most important skill in my experience. Understanding how the business operates, what success looks like, and how risk is assessed allows legal advice to be practical and relevant,” Brasier said.

Harrison Chen, a lawyer with Woolworths Group, echoed the importance of this skill, advising young in-house lawyers that it cannot be learned in theory alone but must be honed through close, hands-on engagement with the day-to-day realities of the business.

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“Commercial judgement comes from paying attention to what actually happens: which risks materialise, which don’t, how the business responds and what it cares about in practice,” Chen said.

“The only way to build that muscle is to stay close to the work – follow matters through, don’t just hand off advice and move on, and be willing to ask afterwards, ‘How did that play out?’”

Embracing every learning opportunity

For Hayley Schmalkuche, lead legal counsel at Virgin Australia Airlines, building a successful career starts with a mindset of saying yes to opportunities early and often, a philosophy that unlocks invaluable experiences and lessons only gained by actively engaging in the work.

“Young lawyers should be open and accepting of all experiences that come their way – always say ‘yes’ and soak it all in like a sponge!” Schmalkuche said.

“One of my most valuable experiences as a young lawyer was having access to and listening in on meetings with senior lawyers and executives.

“Each stakeholder has a different interest and priority – whether that’s customer impacts, financial implications, operational constraints, or technology or digital considerations. I learned that an effective in-house lawyer must look beyond the legal position.”

Brasier also emphasised the value of broadening one’s exposure to a diverse range of matters, advising young in-house lawyers seeking to succeed in the field to engage with a variety of projects early in their careers to build both judgment and adaptability.

“Gaining exposure to a broad range of matters early in your career is also incredibly valuable to gain an understanding of the practice areas you are interested in,” Brasier said.

“Working across contracts, regulatory issues, governance, and cross-functional projects helps build judgement and adaptability, which are qualities I have seen consistently in strong in-house lawyers.”

Effective communication

The ability to communicate effectively with stakeholders in a clear and concise manner has become a critical skill for success in the in-house environment.

Chen explained how in-house lawyers who can distil complex legal analysis into clear, actionable language are seen as invaluable contributors to the business.

“Communication is about translating complexity into simple language. A lot of your stakeholders will be product, tech, operations or commercial leaders,” Chen said.

“They don’t need a case note; they need to understand their options, the likely consequences, and what you recommend, in plain English and in the context of their goals and constraints.”

Braiser echoed this point, noting that an in-house lawyer’s ability to know when to escalate issues or offer solutions clearly and concisely is a key driver of effective legal counsel and long-term success.

“Communication is equally critical. Being able to translate complex legal issues into clear and concise advice for non-legal stakeholders is essential,” Brasier said.

“This includes knowing when to escalate issues and when to provide solutions that balance legal risk with commercial objectives.”