What is an example of a function or responsibility that your corporate legal department does not outsource?
I would think, or at least my experience has been, you do a lot of that stuff yourself. So in my existence, you know, 80% B2B, 20% B2C, like negotiating the terms of our SaaS agreements is not something that I outsource. And, you know, we can talk about this later, but we use tools for that as well to help make it more efficient.
What kind of outsourced legal work has value for general counsel?
I don't know the details of each jurisdiction's nuances. So there's value there for that kind of spend or like IP management, you know, like I know enough about managing an IP platform, but I'm not going to do filings.
As general counsel, where do you find your core value proposition to the company?
My value prop would be managing that sublease negotiation and make sure it's efficient. We're capturing what we need. The commercials are making sense for our overall risk profile. But like for me to kind of conjure up a sublease would make no sense because then I'm spending way too much time doing that and not doing what the business needs, which is a lot of strategic advice or tactical advice on what is the core of our business.