One day not long ago I spoke with the General Counsels of six publicly held companies with capitalizations of $500 million to $1.5 billion. They each were looking to be GCs somewhere else.
These were very talented attorneys. Each had experience in compliance, SEC rules and corporate governance. They each had managed outside counsel in complex nationwide litigation. They each were experienced in negotiating domestic and international transactions, including licensing deals. They each had administrative management roles beyond just the legal department … they were integral members of their companies’ senior management teams.
These were six very smart and successful General Counsels, each of whom felt they were special and uniquely credentialed.
But the reality is that each one was the same as the other. Competitively, they were at parity. There was no way an employer could tell the difference between them. None of these six people had a clear “brand strategy” to differential themselves from their competitors.