Entrepreneurs and business owners often view legal considerations as a secondary concern—something to address only when a crisis arises. However, Sarah Clark, Chief Revenue Officer at The Legal Director, argues that this reactive approach is not only limiting, but it could also hinder growth and long-term success. In this article, she advocates for the proactive integration of legal thinking into a company’s growth strategy.
Most founders don’t call a lawyer when things are going well. It’s usually when something’s gone wrong. A co-founder disagreement. A deal that’s fallen apart. Someone else is trying to copy your idea. Legal support often comes into play when there’s already a fire to put out. It’s a distress purchase for most.
But that mindset is starting to change. More and more businesses are beginning to realise that legal isn’t just a distress purchase. It’s not only there to protect what you’ve built, but to help you build it better. When approached proactively, legal thinking becomes part of how you grow with confidence, rather than how you recover after a crisis. It’s critical to see that legal isn’t a blocker. It’s a builder for SMEs to grow and scale.
It’s also the foundation that turns ambition into action. Think about the big steps in growing a business – raising investment, expanding into new markets, signing complex customer contracts, licensing your IP, hiring senior talent. None of that happens without the right legal structure in place. And when those things aren’t handled properly, the cracks can appear quickly.
For fast-growing businesses, the risks get bigger the quicker you scale. Outdated employment contracts can cause headaches when your team triples in size. Fuzzy IP clauses can turn into disputes just when an investor is kicking the tyres. Compliance gaps can stall a new product launch. All things that slow you down at the precise moment you’re trying to speed up, and which can cause real headaches at the most pivotal moments.
You don’t need a huge legal department to avoid all this. But you do need someone asking the right questions early on. And you need to stop thinking of legal as something separate from the commercial strategy. It’s all one and the same.
This is where the idea of fractional legal support has started to gain ground. Just like you might bring in a part-time finance director or marketing lead, it’s now possible to work with experienced lawyers on a flexible basis – people who understand your business, know what to watch out for, and help you move forward with clarity.
These aren’t just people who point out what you can’t do. The best legal advisors help you work out how you can do something – safely, smartly, and in a way that sets you up for the long term. They help you structure partnerships properly, protect your ideas, make smart hiring decisions, and keep your contracts tight. And they do all of that while understanding the pace and reality of running a growing business, bringing their commercial experience alongside deep legal knowledge and expertise.
When you’ve got that kind of support in the room, you make better decisions. And not just when things are going wrong. It changes the way you plan, pitch and perform.
There’s also something really powerful about clarity. When you know where you stand legally – with your contracts, your data, your team and your IP – you can move faster. You can bring investors on board, sign up customers with confidence, and hire knowing you’ve got the right protections in place. Legal clarity removes doubt – for both you and your partners. And when you’re leading a business, that’s gold dust.
Of course, we all know that time and money are tight, especially for SMEs. But thinking of legal as a cost to avoid is a false economy. Every hour spent cleaning up a problem later is more expensive – financially and emotionally – than doing it properly from the start. It doesn’t mean drowning in red tape. It means having someone who gets what you’re trying to do, and helps you do it well.
There are plenty of cautionary tales out there. Startups that launched bold campaigns without understanding regulatory requirements. Companies that missed funding opportunities because their ownership structure was messy. Teams that lost talent because their employment terms weren’t clear. The list goes on.
But there are just as many stories of businesses that thrived because they had solid legal support behind them. Not flashy, not headline-grabbing – just smart, strategic, and steady. It’s often the stuff that no one sees that makes the biggest difference.
So maybe it’s time to stop thinking of legal as something you only reach for when things go wrong. Instead, think of it as part of how you make things go right. The earlier you build legal thinking into your business, the better placed you’ll be to scale with confidence.
In the end, it’s not about being cautious. It’s about being ready. And the businesses that are ready – the ones with strong foundations, clear structures, and the right support – are the ones that grow stronger, faster, and with fewer bumps along the way. Legal won’t stop you taking risks. It just helps you take the right ones. And that’s something worth investing in.
As Chief Revenue Officer, Sarah leads The Legal Director’s commercial strategy, driving brand awareness, lead generation, marketing and client engagement to support sustained revenue growth. She is responsible for shaping the end-to-end client journey, from market entry through to long-term client relationships, and for ensuring that TLD’s proposition remains relevant, differentiated and client-focused.
Sarah plays a pivotal role in enabling The Legal Director’s community of experienced GCs to do their best work – delivering value for clients, building trusted relationships, and enjoying rewarding, fulfilling careers. She brings a strategic, data-led approach to business performance, underpinned by a focus on continuous improvement, collaborative culture and client insight.