This interview is with Nadine Jones, Legal Consultant & Executive Order Expert at GC Support Services.

Nadine Jones, Legal Consultant & Executive Order Expert, GC Support Services

Can you introduce yourself and share your background in the legal field?

I'm a 2003 Howard School of Law graduate who worked in both big law in Washington, D.C., and in-house, rising to the level of General Counsel of a multibillion-dollar company. Now, as an expert in legal consultancy and as the Founder of GC Support Services, my team and I help to fill critical gaps for overextended legal departments—spearheading major legal and compliance projects that internal teams don't have the capacity to complete, and that traditional outside counsel often approach without the business awareness or cross-functional collaboration today's corporate environment demands.

What inspired you to pursue a career in law, and how did you navigate your journey to your current position?

I don't recall a time when I didn't want to pursue a career in law, so there isn't a specific memory or set of facts that inspired me to do so. I've always been drawn to the idea of justice, fairness, etc. I went into law school a bit later than most, not because I didn't know what I wanted to do, but because I didn't think that I was smart enough. So I needed to develop my self-confidence and understanding that I could do it if I tried.

Can you share a particularly challenging case or legal situation you've encountered in your career and how you approached it?

In terms of practicing law? The most challenging aspect is truly believing—not just paying lip service, but genuinely believing—that taking a break when necessary, setting boundaries, engaging in hobbies, and dedicating free time to interests outside of the law are not only acceptable but also beneficial for becoming a better attorney. We claim to believe in work-life balance, yet our actions and tendency to reward and admire workaholic attorneys suggest otherwise.

In your experience, what's the most common misconception people have about the legal profession, and how do you address it?

Two pro bono cases that I worked on while at the law firm come to mind. One was a Pigford Farm class-action case where my firm was assigned to defend one of the Black farmers alleging discrimination against the USDA. We received the case late in the proceeding but still managed to secure a significant amount for the farmer, which felt like vindication and justice to him. He had been crying out that he was not being treated similarly to the white farmers in terms of getting loans, but he was voiceless, or at least, seen as powerless. But the law firm had its top lawyers (and lowly associate, myself) on his case, and we gave him a voice. That never left me.

Additionally, my firm took on another pro bono case in Henderson v. State, which originated from the Baltimore Public Defender's office. I had the opportunity to argue a 4th Amendment case before the Maryland Court of Appeals and won! I changed state law concerning reasonable suspicion at that time, which was a good reminder to everyone that although reasonable suspicion might be a low standard, it was a standard nonetheless.

How has technology impacted the practice of law in recent years, and what advice would you give to legal professionals adapting to these changes?

It's hard to do when you feel constantly short on time. There were but a few legal newsletters that I actually read, and an even smaller set of outside counsel's client alerts that helped me to stay up-to-date. These publications gave me insight into categories relevant to my corporation's business. Pragmatic updates, not too long in length. Those were my favorites. If I needed more info, that's when I would reach out to my outside counsel for a call.

Can you describe a moment in your career when you had to make a difficult ethical decision? How did you handle it?

Oh my goodness. AI is a game-changer. If you're working at a firm or corporate legal department that's not using AI, you are doing your career a disservice. Invest $20 a month out of your own pocket and get familiar with it. This is similar to how emails have changed our approach. Or the onset of the Internet. Lol. I love AI. It's a helpful thought partner and also fabulous for document creation, charts, CVS files, etc. You still have to check everything, but it's a huge help. My advice is not to be intimidated or threatened by it. Use it and don't think of it as your future replacement. Level up your lower-level staff so that they can use AI to do the document-intensive work that they used to do, but at their direction and subject to their oversight. AI can serve as their direct reports, and they take on the role of manager. Level up. Move them onto higher-functioning tasks.

What strategies do you use to maintain a work-life balance in such a demanding profession, and what advice would you give to young lawyers struggling with this?

The best client relationships are not transactional, or at least do not feel transactional. My favorite outside counsel when I was GC were the ones who genuinely wanted to help me and my company. The best outside counsel have a desire to use their skillset to help you and your company. They don't sell you on knowledge that they don't have. If it's something outside of their wheelhouse, they work with you to find the best person who can help, even if that person is outside of their law firm. Now that I am consulting and out of the corporate space, I can honestly say that I miss my outside counsel. They were true partners.

In your opinion, what's the most pressing legal issue facing society today, and how can legal professionals contribute to addressing it?

LOL. I can't answer that because I am no longer in the corporate space. I've been out for about nine months now, and so my work and life are incredibly balanced. I'll let you know how it goes when I return to the corporate office.

Looking back on your career, what's the most valuable lesson you've learned that you wish you'd known when you first started practicing law?

The pace. The pace. The pace. It's so much faster! You can't even peek around corners to pre-empt risk and are constantly reacting. How do we keep up with the pace of change with fewer headcounts, more work, and greater complexities? If I could figure that out, I wouldn't have to return to corporate and could retire comfortably today.

Thanks for sharing your knowledge and expertise. Is there anything else you'd like to add?

If you are in-house, learn the business! Learn the business. Not just in an academic sense, but also have some operational understanding of your company's business. And, if you are outside counsel? Same advice. Learn your client's business from an operational standpoint and from a cultural perspective. Also, learn your client's acronyms. Learn their phraseology. It's a small thing, but it inspires confidence that you, as outside counsel, know the business. And know I'm always open to some good old-fashioned advice to exchange back and forth over LinkedIn. It's a privilege to help individuals on their evolving career paths. Good luck!