For much of my career, I’ve worked on complex commercial real estate and structured finance transactions—multi-layered deals with tight timelines, aggressive business goals, and high-dollar consequences. I’ve drafted countless agreements, negotiated terms late into the night, and helped clients close deals that reshaped city skylines and company portfolios. But the longer I’ve practiced, the more I’ve come to realize that the true value attorneys bring to the table doesn’t end at “executed” or “closed.” In fact, that’s often just the beginning.
In today’s deal-driven world, attorneys have the opportunity—and I’d argue, the responsibility—to step beyond the traditional legal role and become strategic partners to their clients. This shift isn’t about billing more hours or expanding scope for the sake of it. It’s about bringing insight, experience, and foresight to a broader range of business decisions. When attorneys operate from this mindset, we help our clients not just do deals—we help them do better deals.
Understanding the Business Behind the Documents
Early in my legal career, I was trained to be meticulous—every comma, every clause mattered. That discipline has never left me. But over time, I learned that clients don’t hire lawyers simply to spot issues; they want solutions. The best legal advice isn’t given in a vacuum—it’s grounded in the client’s business model, goals, and appetite for risk.
Whether I was structuring a mezzanine loan at RAIT Financial Trust, guiding a $100 million financing at Paul Hastings, or helping build SomeraRoad from a start-up to a national player, the most impactful legal insights came when I truly understood the business context. That means asking questions that aren’t traditionally “legal” in nature—Why is the borrower structuring this way? What are the revenue drivers? What’s the long-term plan for the asset?
When we as attorneys understand our client’s objectives at a strategic level, we can tailor our legal approach to serve the bigger picture. We don’t just paper deals—we make them stronger, smarter, and more resilient.
Helping Clients Think Through the “What Ifs”
Every transaction has risk. Some risks are obvious—market swings, tenant defaults, construction delays. Others are buried deep in the details: a poorly worded intercreditor agreement, a missed insurance clause, or a guarantee that goes too far. Attorneys are uniquely positioned to identify these pitfalls early and help clients plan for them before they become costly problems.
But beyond risk mitigation, we add value when we help clients navigate uncertainty with clarity. A good attorney will say, “Here’s what the document says.” A great attorney will say, “Here’s what could happen—and here’s how you might want to handle it.”
I’ve been fortunate to work with clients who welcome this kind of partnership. They don’t want a deal closed at any cost—they want the right deal, closed the right way. And that often requires attorneys to step into a more consultative role, offering both legal and strategic perspectives.
Supporting Growth, Not Just Transactions
At SomeraRoad, I wasn’t just legal counsel—I was general counsel, employee number one, and part of the firm’s leadership team from day one. That experience taught me what it means to grow a business from scratch: to weigh capital decisions, hire talent, build systems, and take calculated risks.
As attorneys, we often parachute into mature businesses and focus on individual deals. But when we stay engaged over time, we can support long-term growth. We begin to see patterns—what slows down transactions, what causes disputes, where clients consistently leave money on the table. When we help identify these friction points, we’re not just closing a deal—we’re helping our clients scale.
Even outside of in-house roles, attorneys can add value by helping clients develop internal processes, train junior staff, or evaluate potential partners. Our exposure to multiple deals, counterparties, and industries gives us a unique vantage point that business leaders don’t always have the time—or bandwidth—to cultivate.
Being Present When the Deals Don’t Go According to Plan
Not every deal closes. Not every investment performs. And not every relationship lasts. The moments when things go wrong are when clients most need attorneys who can steady the ship, offer perspective, and chart a new course.
I’ve been through downturns, defaults, and disputes. I’ve had to help clients unwind deals, renegotiate terms, and rethink strategy. These are difficult conversations—but they’re also moments where attorneys can shine. When we bring not just legal knowledge but calm, clarity, and experience, we remind our clients that we’re not just there to celebrate the wins—we’re in it for the long haul.
The Shift From Service Provider to Trusted Advisor
Ultimately, moving from legal counsel to strategic partner is about trust. It’s earned by being responsive, thoughtful, and genuinely invested in your client’s success. It means showing up not just to deliver legal answers, but to listen, question, and collaborate.
This mindset has transformed how I practice law. It’s made me more curious, more empathetic, and more effective. And it’s deepened the relationships I have with clients—many of whom I now consider friends and long-term collaborators.
As the legal industry continues to evolve, I believe this is where the greatest opportunity lies: not just in mastering the black-letter law, but in becoming a meaningful part of the client’s journey. When we step into that role, we stop being just another attorney—and start becoming the kind of partner every client needs.