Source: Wilson Sonsini Goodrich & Rosati
In a growing trend reshaping client relationships at major law firms, former corporate general counsels are finding a new home in Big Law—not as traditional partners, but in specialised “General Counsel in Residence” roles designed to bridge the gap between outside counsel and in-house legal departments.
From Corporate Legal Chiefs to Strategic Advisors
Wilson Sonsini Goodrich & Rosati recently announced that Michele Lee, who stepped down as Pinterest’s general counsel in March, has joined the firm as part of its GC in Residence program launched in February. Lee brings experience from high-profile roles at Pinterest, Twitter, Visa, and the Department of Justice.
“When I first started working at a corporation after the Department of Justice, I quickly realized there was no clear roadmap for that journey,” Lee said in a statement. “A program like GCIR would have been incredibly valuable.”
Wilson Sonsini Managing Partner Doug Clark explained that the firm launched the program in response to “increased regulatory complexity” facing companies, particularly in the technology and life sciences sectors. “This program not only provides interim support that benefits both participants and clients but also aligns with our Executive Advisory Program, which has a longer-term focus on client success,” Clark stated.
Pioneer of a Growing Movement
While Wilson Sonsini is a recent entrant to this space, Mayer Brown pioneered the concept in 2023 with its “Technology General Counsel-in-Residence Program.” The Mayer Brown initiative has already brought in several former GCs, including fintech veteran Beth Stevens and digital health and ed-tech expert Neela Paykel.
Nina Flax, the Mayer Brown partner who developed the program, explained: “We recognized a growing need for seasoned legal professionals who could bridge the gap between in-house counsel and law firms, and between legal advice and the dynamic needs of technology clients.”
The role is deliberately temporary, with most placements lasting six to twelve months. “But the timeline isn’t rigid—it’s determined by the needs of both the individual GC and the firm,” Flax noted.
Value Proposition
These programs offer multiple benefits across the legal ecosystem:
For law firms, former GCs provide invaluable insights into client needs and challenges that can only come from having sat in the general counsel’s chair. They help shape firm offerings and enhance understanding of emerging client challenges, particularly in rapidly evolving areas like AI governance.
For clients, the programs provide access to advice from seasoned legal executives who have navigated similar challenges. Lee noted she’s already fielding questions ranging from AI adoption and governance to team structure and headcount.
For the former GCs themselves, the role offers a chance to step back from the intense pressures of running a corporate legal department while staying engaged with the legal issues they know best.
“You get to zoom out and see the ecosystem,” Lee explained. “You see the big companies. You see the startups going IPO. You see the Series B team excited to get funding. And you get to help shape how all of them think about legal.”
Mentorship and Safe Space
The residence programs also create unique mentorship opportunities. As Lee noted, “When you’re with your team, you have to lead. When you’re with your execs, you have to advise. There aren’t many safe spaces to say, ‘I’ve never done this before—can you help?’ I’d love to be that person for someone else.”
This mentorship aspect extends to both in-house teams seeking guidance and law firm attorneys developing their client service skills.
Growing Trend
Industry observers expect more firms to adopt similar programs as they recognize the value of bringing in former in-house leaders to enhance client relationships and provide strategic guidance.
These initiatives signal a shift in how elite law firms approach client relationships—moving beyond technical legal expertise to position themselves as true strategic partners who understand the full scope of challenges facing in-house legal departments in today’s complex regulatory environment.
Read more: Wilson Sonsini Goodrich & Rosati
