Beyond legal advice: how general counsel can get more from their external advisers

These were among the questions explored at the recent Consero General Counsel & Legal Operations Forum, where senior in-house legal professionals came together to share perspectives on the challenges facing their teams.

Katie Byrne, Partner and Head of Irwin Mitchell’s In-House Legal Network recently moderated a panel discussion titled ‘Outside Counsel, Inside Risk: What General Counsel Really Want from Their External Advisers.’ The conversation focused on what makes an effective relationship between in-house and external legal teams, from commercial understanding and strategic advice to pricing, innovation and the growing influence of AI.

Here, we explore ten considerations for in-house legal functions looking to get more from their external legal relationships.

1. Look beyond technical expertise

Legal expertise is essential, indeed expected, but it's not necessarily what makes an external adviser the best legal partner. For in-house lawyers, the real value often lies in finding advisers who understand the wider business, recognise its commercial priorities and can apply sound judgement to complex legal issues which align with business objectives. That means looking beyond the legal position to consider how advice supports business objectives, manages risk and helps internal stakeholders make informed decisions. In-house teams should be encouraged to spend time with external advisers to educate them on their business, focus on outcomes and not just the legal question.

2. Build relationships that work as an extension of your team

The strongest external relationships aren't defined by the number of matters handled or the length of time you've worked together. The best and most effective relationships are built on trust, consistency and a shared understanding of what the business needs.

For in-house teams managing competing demands, having advisers who understand how the organisation operates can make a significant difference. Clear communication, accessible relationship partners and the confidence to challenge assumptions constructively all contribute to a more effective working relationship. But this works both ways. In-house teams also have a role in helping external advisers understand the business, its priorities and the pressures it faces.

3. Measure value, not just cost

With legal budgets under continued scrutiny, demonstrating value from external legal spend remains an important consideration for in-house legal departments. However, the lowest fee doesn't always represent the best value. The quality of advice, commercial judgement, responsiveness and ability to help manage risk can all influence the overall value of an external relationship. This also raises questions about how legal services are procured and assessed. Traditional tender processes and hourly rates may not always capture the broader contribution an adviser can make.

4. Make more of the relationship beyond individual matters

External advisers can offer value beyond the immediate legal issue they've been instructed to address. Access to broader market insight, regulatory updates, training and specialist expertise can help in-house teams stay informed, anticipate emerging risks and support their organisations more effectively. This becomes particularly important where legal teams are expected to contribute to wider strategic decisions while managing day-to-day workloads. Rather than treating each instruction as a standalone transaction, there may be opportunities to develop relationships that provide more consistent support across different areas of the business.

5. Knowledge transfer and development

The relationship should leave the in-house team better equipped. Look for tailored training, legal updates, playbooks, horizon scanning, secondees and structured knowledge sharing, rather than generic newsletters.

6. Access to networks and peer insight

A good provider should help in-house lawyers connect with peers facing similar issues. Relevant roundtables, introductions and sector communities can provide practical insight that formal legal advice alone cannot.

7. Coaching and leadership support

The best relationships recognise that senior in-house roles involve leadership, influence and decision making as well as legal analysis. Bespoke coaching, mentoring and team development support can help in-house teams build capability and navigate the demands of the role.

8. Alignment with values and culture

Consider diversity, sustainability, collaboration, ethical standards and how the proposed team behaves under pressure. Best practice guidance treats alignment with the organisation’s values and strategic drivers as a core feature of effective external counsel management

9. Be clear about your expectations around AI

AI is creating new opportunities for legal teams and their external advisers, but it's also raising questions about how legal services are delivered, priced and evaluated. As technology becomes more widely embedded in legal processes, in-house teams will increasingly need to understand how their advisers are using it and what that means for the services they receive. Greater efficiency is one consideration, but transparency, accountability and the quality of legal judgement remain equally important. The challenge is understanding where technology can improve service delivery and where human expertise continues to provide the greatest value.

10. Measurable value beyond the immediate instruction

Agree what success looks like. This might include outcome, speed, budget adherence, management time saved, risk reduced, knowledge transferred and feedback from internal stakeholders. 

Find out more

For in-house lawyers, choosing the right external advisers is about more than finding the expertise needed to resolve a particular legal issue. It's about building relationships that support the wider business, provide confidence when navigating uncertainty and deliver value over time.

Whether you're looking for strategic legal support, additional capacity, professional development or opportunities to connect with peers facing similar challenges, we're here to help. We work alongside in-house lawyers as an extension of their team, combining specialist legal expertise and commercially focused advice with access to our in-house counsel network, peer to peer connections, events, insights and tailored development opportunities. 

Our aim is not simply to provide legal advice, but to support you and your team in the round helping you navigate the challenges of an in-house role, strengthen your network and develop as legal and business leaders. 

Head to our General Counsel and In-House webpage to see the benefits we can bring to your in-house team.