How General Counsels Can Transition to C-Suite Roles

As part of our annual 2026 Legal Market Overview, we spoke with Neil Munro, an executive recruitment specialist, about how General Counsels (GCs) can position themselves for top executive roles such as CEO, COO, or Corporate Affairs positions. Below are his insights in response to five key questions.
 

Q. From your experience placing senior executives, which non-legal skills or credentials most help a GC demonstrate readiness for a CEO, COO, or Corporate Affairs role?

A. When assessing candidates for these types of roles, there are several non-legal skills and credentials that stand out. Financial acumen is a big one, being able to show P&L responsibility and strong budgeting experience is critical. Operational management is another area where GCs can differentiate themselves. If they’ve overseen business units outside of legal or led cross-functional projects, that’s a huge plus.

Strategic contribution is also important. GCs who have been involved in broader company-wide initiatives like strategic planning demonstrate their ability to think beyond compliance and contribute to the overall direction of the business.

Leadership skills are absolutely essential. At the end of the day, decisions about C-suite appointments often come down to leadership capability.

Finally, comfort with technology is increasingly important across all executive roles. Experience with digital transformation projects or other tech-related initiatives can really set a candidate apart.

Q. What strategies can GCs use to raise their profile with boards, executive search firms, and key decision-makers so they’re considered for executive roles and not just legal ones?

A. This ties back to some of what I mentioned earlier. One strategy is actively seeking out roles or projects that put you at the center of commercial and strategic decision-making, not just compliance-related work. For example, being part of cross-functional teams working on M&A activity, ESG initiatives, or risk management projects can help broaden your exposure.

Strong networking skills is also crucial in New Zealand. Intentional networking with board members, joining organisations like the Institute of Directors and attending events is a great way to build relationships with key decision-makers. The same goes for executive search firms; it’s important to be on the radar of top consultancies like Robert Walters so you’re considered when opportunities arise.

Another strategy is finding good mentors, people who know your capabilities and can advocate for you in the market. Having someone in your corner who understands your career aspirations can make a big difference.
 

Q. Are there particular interim positions that you see as effective stepping stones from GC to CEO or COO?

A. The first role that comes to mind is Chief of Staff. It’s an emerging position here in New Zealand, but it’s becoming more common in both public and private sectors, especially in financial services. Chief of Staff roles often include a strong legal component but also focus heavily on strategy and operational oversight. They provide excellent cross-functional experience because you’re working across the entire organisation while building close relationships with the CEO and other C-suite leaders.

Corporate Affairs roles are another option. They often involve broader responsibilities beyond legal, including communications and stakeholder engagement. Additionally, hybrid roles that combine legal with risk or compliance functions can be effective stepping stones, especially in medium-to-large organizations where these areas overlap.

If you’re struggling to move directly into a C-suite role within your current organisation, transitioning into one of these broader roles could be a smart move.
 

Q. How important is board experience, whether as a company secretary or independent director, and what’s the best way for a GC to build those credentials?

A. Board experience isn’t always essential for moving into a C-suite role, but it can definitely give you an edge over other candidates. It shows that you understand governance and the relationship between CEOs and boards, something that’s incredibly valuable at the executive level.

To build governance experience, start early if possible. There’s usually a pathway that involves pro bono work with NGOs or community organisations before transitioning into paid governance roles. It’s a gradual process but one that helps you develop governance expertise while expanding your professional network.

Q. From a recruitment perspective, which industries or company types are most receptive to appointing former General Counsels into top executive or corporate affairs positions, and why?

A. Industries that are heavily regulated or risk-intensive tend to be more open to appointing former GCs into executive roles. Financial services is a big one, banks and insurance companies value the risk management expertise GCs bring to the table. Healthcare is another sector where this transition makes sense due to its regulatory complexity.

Energy and infrastructure companies also fit this profile, as do listed multinationals operating in New Zealand. These organisations often deal with significant compliance requirements and appreciate candidates who have both legal expertise and strategic thinking capabilities.

Final Thoughts

Transitioning from GC to a C-suite role requires intentional effort. You need to broaden your skill set, gain exposure across different business functions, and build relationships with key stakeholders inside and outside your organization. By positioning yourself as more than just a legal expert, as someone who contributes strategically, you’ll increase your chances of making this career leap.

If you’d like more advice on navigating this transition or want support with executive placements, feel free to reach out to me or our team at Robert Walters!