For many SMEs, legal advice can seem correct on paper but disconnected from the real world. The question is usually not “what does the law say?” It is “do we really need a lawyer for this?” or “can’t we just deal with it ourselves?” Legal advice often feels abstract, written in language that does not easily translate into what is happening for a business on the ground. SMEs need advice that connects the law to how the business operates.
I hadn’t planned to move in-house. After working with a client across several matters in private practice and taking the time to understand the business behind the work, I was asked to move into the organisation. In private practice, the process was routine. Instructions came in, advice went out, and the matter progressed. In-house, the work didn’t stop there. Important questions emerged. Did the contract get signed? Did the deal stall? Was legal risk truly the issue, or was it cash flow, timing, or internal approval delays? Observing what happens after advice is given makes one thing clear: law doesn’t exist in a vacuum.
For SMEs in particular, the real value of a lawyer comes from understanding both the law and how the business 
operates.
SMEs constantly face decision-making. They juggle growth, cash flow, employees, investors, and customers, often all at once. In this environment, legal advice that is overly cautious, generic, or disconnected from operations can slow progress instead of supporting it.
A legal issue may need different advice based on the business. A company preparing for investment will have a different view of risk compared to a founder-led business focused on survival. A rapidly growing tech company faces different trade-offs than a manufacturing business with long-term supply contracts. Without understanding these dynamics sound legal advice can fall short.
Lawyers who grasp operations ask different questions. What is the business goal? How does the business make money? Where does risk truly lie? How does the CEO think? What trade-offs are acceptable and which are not? Those answers lead to advice that is practical, appropriate, and useful.
Many SMEs cannot afford top-tier legal teams and increasingly rely on AI-generated templates. In many ways, this is a positive development. Democratisation of legal information has never been easier. However, AI cannot grasp a company’s investment strategy, internal pressures, or appetite for risk. It cannot determine when a strict legal stance may harm a crucial deal.
That’s where human judgment is still essential. The most valuable lawyers do not compete with AI in document production but help businesses interpret, prioritise, and make decisions. The nature of advice changes. It shifts from merely stating what the law says to guiding someone in understanding risk well enough to take action.
From my experience, the right lawyer doesn’t feel like just a supplier of services to SMEs, but rather part of its team. This does not require full-time support. It requires curiosity about what the business does day to day. How many employees does it have? Who signs contracts? What’s causing friction in the sales process? Have you considered using this software tool? Asking these questions improves legal advice and supports businesses as they grow.
I believe a good SME lawyer can add value beyond creating documents. They can establish clear delegations of authority. They can guide sales teams on how far they can negotiate without escalating issues. They can simplify contract processes so legal doesn’t become a roadblock. These are not just nice-to-haves. They reduce friction, accelerate decisions, and protect value.
These actions allow legal input to concentrate on what truly matters: complex judgment calls, strategic risk, and matters that genuinely require legal expertise.
In my experience, the most effective external lawyers can step into the organisation and think like in-house lawyers and business operators. They realise that while the entry point may be legal, the real value lies in insight, awareness, and sound judgment. They work alongside leadership, shape decisions, and help businesses move forward confidently.
SMEs do not need lawyers who advise in isolation. They need advisors who understand operations, strategy, and risk and who can translate legal matters into decisions that drive the business forward. In a fast-changing world of rapid growth and increasing automation, that ability has become vital.