Fifteen years inside boardrooms, deal rooms and factories across sixteen countries — for founders and owners who need the legal answer and the commercial decision at the same time, and need them quickly.
The difference
Your lawyer tells you what the contract says. Your business advisor tells you what the market will bear. Neither has read the other’s file, and you are left stitching two partial opinions into a single decision — usually under time pressure, usually with money on the table.
I have sat in both chairs. I have negotiated supply and distribution agreements with the largest retail chains in the world, and I have run business development. I have closed acquisitions and then integrated the companies afterwards. I have been the lawyer a chief executive calls at eleven at night, and I have been the person who had to make the commercial call.
So when you bring me a problem, you get one answer that already accounts for the legal exposure, the commercial upside and the human dynamics in the room.
That is not a broader résumé. It is a shorter path to a decision.
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What I do
Licensed advocate with fifteen years of experience, most of it in-house.
Commercial guidance drawn from operating roles, not from a textbook.
Most engagements draw on both. That is the point.
15 years
Advising across litigation, institutional investment, industrial manufacturing, global retail, technology and private-equity-backed software
16 countries
Where legal entities have been established and operations launched
Dozens
Of mergers and acquisitions closed and integrated
Both chairs
Senior legal roles and a business development leadership role
Profile 01
You need contracts, a corporate structure, investor documents and commercial judgement — and you need all of it before you can afford a legal department or a strategy consultant. I cover both functions, at the number of hours you can actually carry.
Profile 02
A new country, a new sector, a new kind of counterparty. I have set up and run operations in sixteen countries and I know which questions have to be answered before capital is committed, not after.
Profile 03
An acquisition, a restructuring, a regulator, a dispute, a deal that has started to go wrong. These situations are legal and commercial at the same time, and they rarely wait for a second opinion.
Global reach
I have established legal entities and launched operations in Israel, the United States, China, Japan, South Korea, Germany, the United Kingdom, Ireland, the Netherlands, Poland, Portugal, Spain, Mexico, Panama, Peru and Argentina.
Fifteen years of that work has produced something a search engine cannot give you: a network of law firms and specialists across those markets whom I know personally and have worked alongside. When your problem needs a local expert, I know which one, and I manage the relationship so that you keep dealing with one person rather than six.
Working together
There is no single package, because an eight-person startup and a manufacturer opening a plant abroad do not need the same thing. What follows are the four shapes an engagement usually takes.
01
You buy a block of hours and draw on it as questions arise, across both legal and commercial work. It suits companies whose needs are real but irregular, and it gives you a known ceiling on cost.
02
A fixed monthly scope for companies that want a legal and strategic function permanently on hand rather than summoned in an emergency.
03
A defined piece of work with a defined scope: a transaction, a market entry, a restructuring, a set of agreements.
04
I act as your general counsel for an agreed share of my time, sitting in management discussions and carrying the legal function without the cost of a full-time hire.
Early-stage budgets are workable. If the constraint is real, say so at the first call and we will build the engagement around it rather than around a standard rate card.
