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From Legal Expert to Strategic Leader: Rebecca Rawson’s Journey Beyond Law 

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 Helen McGrath, 
Head of Global Payment Methods Partnerships Program at Stripe

Rebecca Rawson

  • Current Role: Senior Managing Counsel at MasterCard, supporting Open Finance and Development Experience business lines across multiple regions.

  • Career Journey: Started in private practice, transitioned to professional support lawyer, then moved in-house via secondment to a major UK bank before securing permanent in-house roles and ultimately joining MasterCard.

  • Expanded Responsibilities: Beyond legal, Rebecca has taken on governance roles, including executive and non-executive directorships, and temporarily managed compliance and risk functions during organizational transitions.

  • Strategic Focus: Known for consistently showing up as a strategic partner—contributing to product development, regulatory strategy, and governance improvements.

  • Key Strengths: Combines legal expertise with business acumen, leveraging analytical thinking, negotiation skills, and cross-functional collaboration to influence strategy.

Rebecca Rawson

Mastercard, Senior Managing Counsel

For me, it’s about consistently showing up as that strategic partner for the business, not just a legal one, and that starts with never just outlining a risk, but also giving a recommendation

Helen highlights that the transition from law into a non‑legal role often brings internal uncertainty, particularly around identity, credibility and the fear of undervaluing years of legal training. The biggest challenge is recalibrating from being the adviser, the person who identifies and frames risk, to becoming the decision‑maker who must weigh competing priorities and act despite ambiguity.

 

Many lawyers also struggle with the cultural shift away from perfectionism and the instinct to always “be right,” which can hinder their ability to admit knowledge gaps when entering a new domain. Helen advises adopting a strong growth mindset, embracing the discomfort of learning, and seeking targeted mentorship from people who excel in specific skills you want to develop. They also recommend doing the homework required to articulate how legal strengths, such as negotiation, structured analysis and regulatory understanding, translate directly into business value.

 

Ultimately, she encourages lawyers to embed themselves deeply within business teams, to shift perceptions from “legal blocker” to “strategic enabler,” making the transition into non‑legal roles far smoother.

The GC Series Wrap-Up Event: General Counsel Horizons

To celebrate the conclusion of our GC Series, we would like you to join us for an exclusive evening event out our Crown Place London office.

Where? Pinsent Masons, 30 Crown Place, Earl Street, London, EC2A 4ES
When? Thursday 19 March @ 6pm

Spaces are limited; click below for more details and to register your interest.

 

 

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