What if I told you that the success of in-house counsel international transactions depends less on legal expertise and more on strategic leadership, cultural intelligence, and clear communication?
That’s exactly what Aviram Gavish, a seasoned general counsel, emphasized in our recent conversation. “If the questions you deal with are always easy, then your job is too small for you,” he explained.
In-house counsel leading global deals aren’t just risk managers—they are business leaders. They navigate regulatory landscapes, align cross-functional teams, and bridge cultural gaps. But what separates a stalled deal from a successful one? The answer is leadership, not just legal skills.
Watch the full conversation with Aviram Gavish here:
In-House Counsel International Transactions: Start With Business Priorities, Not Just Legal Terms
One of the biggest mistakes in in-house counsel international transactions is diving into contract drafting before aligning with business objectives. Before structuring the deal, take a step back and ask: What does the company actually want from this transaction?
Aviram stresses that CEOs don’t just care about legal protections—they care about commercial success. If you don’t align expectations upfront, you risk delivering a legally sound agreement that fails to meet business needs.
Instead of focusing only on legal risk, in-house counsel should partner with executives to define top priorities—whether it’s securing a key market, retaining a founder, or achieving tax efficiency. Clarity at the outset prevents costly renegotiations later.
How In-House Counsel Manage Global Complexity in International Transactions
International transactions involve more than just legal and financial intricacies—they introduce layers of cultural, operational, and strategic challenges. Many executives may not have experience in cross-border deals, and in-house counsel international transactions demand legal leaders who can educate and guide the team.
Understanding where key stakeholders lack global experience allows you to anticipate gaps in knowledge and decision-making. Have conversations early to explain potential regulatory hurdles, approval timelines, and jurisdictional nuances. A well-informed leadership team prevents unnecessary delays and misunderstandings.
Choosing the Right Local Counsel is a Business Decision
One of the biggest risks in in-house counsel international transactions is working with the wrong local counsel. Too often, companies default to well-known firms without considering whether they truly understand the industry and business priorities.
Aviram recalls a deal where he interviewed four top-tier law firms before selecting one in the UAE. His decision wasn’t just about legal expertise but also regulatory connections, industry insight, and a practical approach to problem-solving. The wrong counsel can slow down the deal with theoretical advice, while the right one provides actionable, business-focused guidance that moves things forward.
Why Setting Realistic Timelines Matters in In-House Counsel International Transactions
One of the most common challenges in international transactions is misaligned expectations about deal speed. Executives often expect deals to close as fast as domestic transactions, but global deals involve additional complexities—regulatory approvals, cultural negotiation styles, and unforeseen bureaucratic delays.
Aviram highlights that unrealistic expectations can lead to frustration and unnecessary pressure. The best in-house counsel create structured, realistic timelines with built-in buffers for unexpected roadblocks. Communicating these expectations early helps align leadership on the pace of the deal and prevents unrealistic deadlines from derailing progress.
Use Technology to Strengthen Trust and Efficiency
Despite the global nature of business, many legal teams underutilize technology in in-house counsel international transactions. Tech isn’t just about efficiency—it’s about building transparency and trust across multiple time zones.
Aviram emphasizes that prioritizing video calls over email strengthens relationships in cross-border negotiations. Face-to-face interaction, even virtually, fosters credibility and smoother collaboration. Shared document platforms streamline version control, while e-signature solutions eliminate delays in approvals. Deal management software provides real-time progress tracking, keeping teams aligned and informed.
Final Thought: International Transactions Require Legal Leaders, Not Just Lawyers
Leading international transactions isn’t just about contracts and clauses—it’s about business strategy, cultural awareness, and cross-functional collaboration. In-house counsel must step beyond legal frameworks and take ownership of deal success.
By aligning legal strategy with business goals, educating leadership on cross-border complexities, selecting local counsel with industry insight, setting realistic timelines, and leveraging technology effectively, legal teams can drive smarter, faster, and more strategic international transactions.
As Aviram wisely puts it:
“If your job is easy, it’s too small for you.”
Leading international transactions challenges in-house counsel to think beyond law and into leadership. Are you ready to take on the challenge?
Watch the full conversation here: Notes to My (Legal) Self: Season 1, Episode 20 (ft. Aviram Gavish)
Join the Conversation
At Notes to My (Legal) Self®, we’re dedicated to helping in-house legal professionals develop the skills, insights, and strategies needed to thrive in today’s evolving legal landscape. From leadership development to legal operations optimization and emerging technology, we provide the tools to help you stay ahead.
What’s been your biggest breakthrough moment in your legal career? Let’s talk about it—share your story.
