For Life Sciences, It’s Not Only About When to Bring on a GC – But What Comes Next

As life sciences companies face longer timelines, evolving regulation, and unpredictable funding, decisions around when and how to build a legal function have become increasingly strategic. In this article, Joanna Herman explores not just the timing of hiring a General Counsel, but what effective legal team-building looks like after that first critical hire.

Key takeaways:

• Hiring a GC early can help founders establish a strong legal and operational foundation, but timing should be tied to milestones, risk profile, and anticipated workload.
• Delaying the GC hire can make sense for some companies, but growing regulatory, commercial, and governance demands eventually require broader legal infrastructure.
• The next legal hire after the GC should complement the GC’s background and align with company priorities, whether IP, compliance, contracts, or corporate governance.
• Interim and fractional GC models can bridge gaps for companies that need senior legal leadership without committing to a full-time hire.

Life sciences companies are entering 2026 facing a mix of opportunity and uncertainty. Funding remains unpredictable, regulatory expectations continue to rise, and long development timelines mean companies often operate for years before generating revenue. In this environment, the timing of key hires – especially the General Counsel – has become central to how companies set themselves up for stability and long‑term success.

For founders, the question is no longer just who to hire as GC, but when to hire them, and what comes next.

Why some companies hire a GC early

For many life sciences start-ups, bringing on a GC early can be a strategic advantage. An experienced GC can help shape the company’s legal and operational foundation from day one, reducing reliance on outside counsel and helping avoid costly missteps that can derail progress later.

Some companies even make the GC one of their first executive hires. When that’s the case, often founders want legal leadership embedded from the start in mission-critical priorities, like protecting patents, managing licensing, and navigating early‑stage partnerships.

Before making the hire, founders should ask themselves a few key questions:

• Do we have enough legal work to justify a full‑time GC?
• What risks are we likely to face in the next 12-24 months?
• Which legal function will be most critical after the GC is in place?

If the company is approaching major milestones – such as clinical trial launches or significant financing rounds – hiring a GC earlier can help ensure those events run smoothly. Best practices include layering in specialists gradually, rather than all at once, and tailoring the legal team to the company’s goals and stage, rather than following a one‑size‑fits‑all model.

The case for strategic delay

On the other end of the spectrum, some companies delay hiring a GC until they’ve reached 100 or even 200 employees, or until they hit a major inflection point like preparing for clinical trials or an IPO.

This approach usually comes down to risk tolerance, budget constraints, and how quickly the company is scaling. In many ways, the GC functions like a general contractor: coordinating specialists, managing outside counsel, and ensuring the legal foundation is strong enough to support growth. If the company is still small and the legal workload is manageable, founders may choose to wait.

Companies that plan to go public or grow independently, however, eventually need to invest in a broader legal infrastructure. Commercialisation, regulatory compliance, and corporate governance all become more complex as the company matures, and a GC alone cannot shoulder those responsibilities indefinitely.

What comes after the GC

Once a GC is in place, the next hire depends heavily on the company’s stage, priorities, and risk profile.

A start-up with multiple assets in development may need an IP lawyer to protect patents and manage filings. A company entering clinical trials may prioritise a commercial attorney or compliance officer to oversee regulatory obligations and ensure trial integrity. A business that’s scaling quickly may benefit from a contracts manager who can handle the growing volume of agreements and free up the GC to focus on strategic work.

The GC’s own background also plays a major role. If the GC is strong in IP, the next hire should complement that expertise, perhaps someone focused on compliance, commercial contracts, or general corporate law. If the GC comes from a regulatory background, the company may need contracts support sooner.

At larger companies, boards increasingly expect a clear second‑in‑command, such as a deputy GC or VP of legal, who can manage day‑to‑day operations and provide succession planning.

Bridging the gap before a full-time GC

Not every company needs, or can afford, a full‑time GC right away. Interim and fractional models are becoming more common in life sciences and can offer valuable flexibility.

Interim GCs are often brought in for milestone events such as IPOs, major transactions, or periods of rapid change. They provide seasoned expertise without requiring a long‑term commitment, and they can help build or stabilise the legal function before a permanent hire is made.

Fractional GCs, who work part‑time across multiple start-ups, are more common in the tech world, but are increasingly appearing in life sciences. These arrangements allow early‑stage companies to access experienced counsel at a fraction of the cost, sometimes with compensation structured partly in equity. For companies that need legal leadership, but aren’t ready for a full‑time hire, these models can be an ideal bridge.

The bottom line

Building a resilient legal team is less about how many people you hire and more about hiring the right people at the right time. For life sciences companies, where timelines vary widely and the stakes are high, bringing in a GC at the right moment can set the foundation for stability, risk management, and long‑term growth.

From there, the next hire should be guided by the company’s priorities, the GC’s strengths, and the broader strategy, whether the goal is preparing for acquisition or building towards independent success.