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Deloitte Legal has long been a partner of the IBJ-IJE, how do you see the role of company lawyers evolving in recent years? And how has the service provided by lawyers to company lawyers evolved as well?
Today’s company lawyer is not only a legal expert but equally a business partner, technologist, strategic advisor, and risk manager. Law firms that want to remain successful must recognize this role and adapt their services by incorporating technology, strategic advice, and proactive legal support that meet the business challenges of their clients.
The role of the company lawyer has evolved from being a purely legal expert to a strategic business partner. Company lawyers are increasingly involved in decision-making early on and actively contribute to risk management, compliance, and commercial strategies. They collaborate closely with various departments, such as HR, Finance, and Procurement, and are expected to think proactively and pragmatically rather than just providing reactive legal advice.
Law firms have adapted to this evolution by tailoring their services more specifically to company lawyers. Instead of providing strategic legal opinions, lawyers are also required to offer to-the-point, pragmatic advice aligned with the clients’ industry and business set-up, self-service legal risk management tools, and even training programmes and secondments to strengthen company lawyers’ teams.
Next to that, the corporate legal function has undergone rapid digitalization. Company lawyers increasingly use contract management systems, AI-driven legal analytics, and compliance tools to streamline their work.
Law firms have responded by not only offering legal expertise but also providing technological solutions. These include entity management and compliance solutions, contract automation, regulatory monitoring tools, and AI-driven due diligence processes. As a result, collaboration between lawyers and company lawyers has become more efficient, data-driven, and less time-consuming.
In recent years, there has been a significant increase in regulations surrounding ESG (Environmental, Social & Governance), data privacy (GDPR), and international (export) sanctions and regulations. Company lawyers face the challenge of integrating these developments into their corporate strategy.
Law firms have adapted their services accordingly by establishing specialized ESG and compliance teams and assisting companies with proactive compliance audits and training programs. Whereas the focus used to be on reactive legal support, we now see a shift toward proactive risk management and sustainability advisory services.
Companies increasingly operate in an international context, which adds complexity to legal work. The company lawyer must navigate different legal systems, cross-border regulations, and geopolitical risks.
Law firms have responded by strengthening their international networks and assembling multidisciplinary teams that provide not only legal advice but also business and strategic guidance. The one-stop-shop service model is becoming more prominent, allowing company lawyers to quickly access a broad range of expertise, both nationally and internationally.
And finally, whereas lawyers were previously engaged mainly for ad-hoc legal questions or disputes, we now see a more integrated collaboration between law firms and company lawyers. Legal operations, risk management, and alternative fee models (such as subscriptions or retainers) mean that law firms no longer act solely as external advisors but rather as structural partners in a company’s legal management.
How have you seen the Institute evolve and what challenges/opportunities do you see as a Gold Partner for the Institute?
Over the past few years, the IBJ/IJE has evolved into a stronger, more influential institution, actively reinforcing the role of the company lawyer and paralegal in Belgium. Key milestones include the enhanced confidentiality protections, the inclusion of associated members, and the growing recognition of company lawyers as strategic business partners rather than purely legal advisors.
The Institute has also become more engaged in thought leadership, networking, and professional development, providing valuable resources for company lawyers to navigate an increasingly complex regulatory and business landscape.
In terms of challenges, the rapidly changing regulatory environment and growing pressure on company lawyers’ legal teams demand that the Institute continuously adapt. More than ever, there is a need for ongoing learning, cross-functional collaboration, and practical legal solutions—including digitalized ones where appropriate.
As Gold Partner, we would like to bring some of our key strengths to the table in our exchanges with IBJ/IJE and its members, thereby helping to both further elevate the role of company lawyers and strengthen their impact within their organizations.
We see our value in:
- Keeping company lawyers up to date on complex and evolving legal frameworks, including cross-border and international export regulations, ESG, AI, data privacy, tax law, and employment law.
- Providing specialized expertise in niche areas that company lawyers’ teams may not always have in-depth knowledge of.
- Helping company lawyers bridge the gap between legal and business objectives, offering practical, commercially viable legal solutions rather than purely theoretical ones.
- Further assisting company lawyers with legal tech solutions that improve efficiency, automate processes, and enhance legal operations.
- Advising on contract lifecycle management, compliance tools, and AI-driven legal analytics to optimize legal workflows.
As a Gold Partner, we are committed to actively contributing to these discussions, supporting IBJ/IJE’s mission, and working together to elevate the role of company lawyers in Belgium.
What do you consider essential for a good collaboration between lawyers and company lawyers?
A successful collaboration between a lawyer and an a company lawyer is based on business-minded advice, clear communication, proactive support, responsiveness, flexibility, and cost transparency. When both sides see each other as true businesspartners working toward a common goal, the relationship becomes truly effective and impactful.
- A good partnership goes beyond purely legal analysis. A lawyer must understand the company’s business model, risk appetite, and strategic goals to provide advice that is not just legally sound but also practical and actionable. Company lawyers needs solutions that fit within the commercial reality of their organization.
- In-house lawyers work in a fast-paced environment where decisions must be made quickly. Clear, concise, and to-the-point advice is crucial. Lawyers should avoid overly technical or academic analyses and instead provide practical recommendations that company lawyers can directly implement.
- Rather than only responding to issues as they arise, lawyers should anticipate legal risks and proactively suggest solutions. Whether it’s keeping company lawyers informed about regulatory changes, offering compliance strategies, or identifying potential risks early, a forward-looking approach strengthens the collaboration.
- Trust is built through timely responses and dependable support. Company lawyers often need quick input on urgent matters, so a lawyer who is available, responsive, and delivers within deadlines becomes a true asset to the company.
- Every company has different internal processes, risk tolerance, and expectations. A successful lawyer adapts their approach to the specific needs of the business and avoids a one-size-fits-all legal approach. Some companies prefer detailed legal memos, while others need bullet-pointed action plans—understanding this is key to developing the relationship.
- Budget considerations are always important for company lawyers. Lawyers who offer transparent pricing, alternative fee arrangements (e.g., retainers, fixed fees), and clear added value foster a more sustainable relationship.
The best “lawyer /company lawyer” relationships are partnerships, not just client-service provider interactions. Lawyers who work as an extension of the company lawyers’ team, understand company dynamics, and align their advice with business objectives create long-term value.
What emphasis would you like to place on the collaboration between Deloitte Legal and IBJ-IJE during the gold partnership, and how do you want to bring the partnership to life within your firm?
Over the past four years, our collaboration with IBJ/IJE has been an enriching journey for our firm and our lawyers. It has brought us valuable exchanges, deeper connections with company lawyers, and opportunities to contribute to the legal community in meaningful ways. Our focus during this period was more on legal tech and legal operations as these are a key in the toolset we all need to maximise the use of.
As a Gold Partner, we want to further deepen our relationships with the IBJ/IJE and the company lawyer and paralegal. Next to continuing to provide added value and demonstrate how lawyers can be an (indispensable) ally to company lawyers, we will bring legal advisory thought leadership, innovation, and professional development, so as to maximize the impact of this partnership and demonstrate how we see our position as a strategic partner for businesses.
One of our key strengths at Deloitte Legal is our multidisciplinary approach. We take pride not only in providing legal advice and strategic insights that help businesses grow but also in our practical, hands-on approach. We would like to use our gold partnership to highlight also internally how we have successfully partnered with company lawyers to navigate complex challenges.
Finally, the fact that we are both celebrating our 25th anniversary this year brings an additional bond and a great opportunity to celebrate together.