From Specialist to Strategic Partner: How In‑House Lawyers Can Take on Board and Governance Roles

| 30 Apr 2026 | 1:05 pm

James Lewindon

Our 2025 white paper posed the question, “Why are lawyers underrepresented in CEO roles?” The response to the publication was so overwhelmingly positive that the team decided to continue the conversation. We launched an interview series with Heads of Legal and General Counsel to explore what it truly takes to step out of one’s comfort zone and progress up the in-house career ladder. Although these legal leaders offered a wide range of perspectives, common themes emerged throughout their stories: pushing past fear and remaining open to the new and unknown.

In this latest interview in our in-house legal series, we’re joined by Christian Fahey, Deputy General Counsel & Chartered Company Secretary at Ankura.

Christian Fahey

From deep specialism to strategic breadth: Began his career as an outsourcing and technology lawyer in private practice before moving in-house, where his focus shifted from specialisation to becoming a trusted business adviser with broader organisational insight.
Early adopter of stretch roles: Actively sought non-legal responsibilities, stepping into the Data Protection Officer role during the introduction of GDPR and building governance frameworks across the business rather than outsourcing expertise.
Board-level experience inside and outside business: Has held pension trustee director roles, sits on multiple operating company boards at Ankura, and serves as board trustee and secretary for a national disability flying charity.
Governance-led mindset: Strong advocate for role clarity, conflict management, and good governance, carefully separating legal advice from oversight, fiduciary and business judgement roles.
Champion of curiosity and capability building: Believes broadening beyond legal makes lawyers more rounded, confident and commercially effective, particularly when opportunities are taken deliberately and with preparation.

Christian Fahey

Deputy GC & Chartered Company Secretary, Ankura

You’re unlikely to be the first lawyer to do this, and that should give you confidence.

Christian points out that one of the biggest challenges for lawyers stepping beyond traditional legal roles is keeping boundaries clear, especially between legal advice, governance oversight and executive decision‑making. Time commitment is often the first red flag raised by boards or line managers, which is why legal responsibilities must always remain the top priority.

He also highlights the practical risks that can crop up when lawyers wear multiple hats, from conflicts of interest and the protection of legal privilege to blurred governance lines. Christian’s advice is to approach non‑legal roles with eyes wide open: put safeguards in place early, rather than waiting to react once problems emerge. Just as importantly, he encourages lawyers to be honest about any skills gaps and to seek out training or support before stepping into unfamiliar territory.

Ultimately, Christian’s message is an empowering one. Stay curious, be confident, and don’t be afraid to put your hand up, because most opportunities won’t come knocking unless you make the first move.

From Specialist to Strategic Partner: How In‑House Lawyers Can Take on Board and Governance Roles

Christian Fahey

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