Early-career moves that set in-house lawyers up for long-term success

However, three finalists in the corporate counsel (large business) category at the 30 Under 30 Awards – each of whom has successfully carved out a thriving path in this space – are now sharing their most practical, hard-won insights on how young lawyers can turn corporate legal ambition into a long-term reality.

Learn the business

For Hayley Schmalkuche, lead legal counsel at Virgin Australia Airlines, long-term success begins with a deep, working understanding of the business itself, emphasising how they will inevitably be called upon to advise at its very core.

“It helps to understand how the operational and the commercial sides of the business work, because you’ll inevitably be asked to advise on it!” Schmalkuche said.

To build a strong foundation, she urged young lawyers to step beyond the legal team and immerse themselves in the heartbeat of the business, noting that this is how sharp commercial insight is forged and how you become the lawyer the business relies on under pressure.

“Experience the frontline roles, keep across business performance updates, and get involved in cross-functional projects,” Schmalkuche said.

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“This will make you visible, and when the business comes to you with a question, you’ll have a good understanding of the business structure.”

Build relationships

A resounding piece of advice shared by all three finalists was the power of investing time and energy into cultivating a strong, supportive network – a trusted circle to turn to for guidance, insight, and practical help when it’s needed most.

Chelsea Brasier, manager and counsel at American Express, highlighted how securing mentors early in your career can be truly transformative, sharing how they can offer fresh perspectives, challenge your thinking, and guide key career decisions precisely when it matters most.

“Finding mentors has also been critical. Having people who can offer perspective, challenge your thinking, and provide guidance on both technical and career decisions makes a significant difference, particularly in the early years,” Brasier said.

While finding support within your own team is important, Harrison Chen stressed that building a network beyond your immediate colleagues is invaluable, highlighting how connecting with peers at a similar stage to bounce ideas off and reality-check when it really counts.

“Build your own support network. Don’t rely solely on your immediate team. Connect with other in-house counsel through industry groups, conferences, and online communities,” Chen said.

“Having peers at a similar stage who you can reality-check with is incredibly helpful, especially when you are the only lawyer in a meeting.”

Learn your value as a problem solver

Often stereotyped as the “department of no”, in-house lawyers can be perceived as blockers rather than enablers.

But for young lawyers aiming for long, successful careers, understanding the strategic role they play within the business is far more valuable than simply saying “yes”.

Chen emphasised that true value comes from embracing the role of a trusted adviser – offering independent judgement, practical insight, and thoughtful guidance that supports the business while upholding legal and ethical obligations.

“Know the role you play. You are there to be a trusted advisor to the business, and a big part of that is working hard to find commercially practical, creative solutions where you can,” Chen said.

“But your value does not come from always saying “yes” – it comes from your independence and judgement. Your ultimate duty is to the law, the company, and, in many cases, customers or the community.”

While building relationships is important, he added that young lawyers must cultivate the courage to speak hard truths, noting how challenging assumptions and delivering difficult messages not only earn respect but are also crucial for long-term success in the corporate environment.

“Be friendly and collaborative, but remember you are not simply ‘on the business’s side’. Sometimes the most valuable thing you can do is to say, ‘I know this is hard to hear, but this is the line we can’t cross’,” he said.

Schmalkuche echoed this point, highlighting that lawyers truly stand out when they go beyond merely flagging problems and instead provide tactical, solution-focused recommendations that stakeholders can put into action.

“Some businesses colloquially refer to in-house legal as the ‘Department of No’, but that changes when lawyers help to find solutions to the problem,” Schmalkuche said.

“Instead of simply raising the legal issue with a matter, learn to examine opportunities (either from a legal perspective or otherwise), and provide practical, useful recommendations that stakeholders can consider for resolving issues.”

Taking ownership of development

While teams play a key role in developing in-house lawyers and shaping the skills and knowledge they acquire, Brasier emphasised that long-term success ultimately requires lawyers to take ownership of their own personal development.

She explained that taking ownership of their development – through seeking feedback, embracing new opportunities, and exploring broader career paths – can help young lawyers build both confidence and credibility.

“Taking ownership of your development is key. Actively seeking feedback, putting your hand up for stretch opportunities, and staying curious about the broader commercial environment helps build confidence and credibility over time,” Brasier said.

“Consistently demonstrating reliability and a genuine interest in the business can go a long way in positioning young in-house lawyers for long-term success.”