Strategic legal advice combines legal classification with a company's goals, processes, and priorities. In addition to legal assessment, options for action are developed, issues are prioritized according to risk and relevance, and actionable steps are coordinated (e.g., responsibilities, deadlines, documentation).
Unlike traditional individual case consulting, which usually answers a specific legal question, strategic consulting focuses more on the overall context (product/market/process), the time horizon (roadmap), and the coordination of the departments involved. The two complement each other: in-depth legal expertise for individual cases and a structured approach for recurring or cross-cutting issues.

An external legal department is a continuous, outsourced legal function that handles typical in-house legal issues—without any permanent internal staff. The scope, response channels, and responsibilities are agreed upon in advance and adapted to requirements.

It makes sense if you:

• prefer predictable costs, defined processes, and clear responsibilities.
• aufenden Rechtsbedarf im Tagesgeschäft haben (operativ/strategisch),
• do not wish to establish or expand an internal legal department,
• address multiple areas of law and require coordination,
• want to address regulatory requirements in a structured manner,

Internal permanent positions mean fixed costs and commitments (salary, ancillary costs, notice periods, recruiting, training, further education, bonuses, further development). If the position is not optimally suited in terms of personality, expertise, or organization, this can be costly and time-consuming. An external model is flexible in scope and adaptable.

We provide consulting services throughout Germany. Since a large part of legal cooperation is based on documents, coordination, and digital processes, physical proximity is not necessary in many cases. Coordination takes place via common communication channels (e.g., email, video conferencing, telephone, shared document systems).
If necessary—for workshops, internal appointments, or project-related meetings, for example—on-site appointments can also be arranged.

Internal permanent positions mean fixed costs and commitments (salary, ancillary costs, notice periods, recruiting, training, further education, bonuses, further development). If the position is not optimally suited in terms of personality, expertise, or organization, this can be costly and time-consuming. An external model is flexible in scope and adaptable.

We generally work remotely, i.e., from outside your company. In everyday life, it is usually more important for a legal department to:

• promptly available,
• reliably accessible,
• prioritizing

— not where it is physically located. Regular appointments, brief consultations, and structured updates can be carried out remotely without delay.

Teams such as product, HR, IT, sales, and purchasing often already work in a hybrid or remote manner. The legal interface therefore takes place via digital channels in everyday life anyway—whether internally or externally.

In practice, it has been shown that:

• Remote appointments are shorter and more focused,
• Coordination is easier to schedule,
• Decisions are documented more clearly.

This creates transparency and traceability, which is particularly important for legal work.

Remote does not mean “never on site.” For occasions where on-site presence is appropriate (e.g., getting to know each other in person, onboarding, workshops, kick-offs, negotiations, audits), this can be arranged separately. Remote is the norm, presence is a supplementary option.

In the Berlin/Brandenburg metropolitan region, we can offer selective presence more frequently than in the rest of Germany.

Zu Beginn werden Ziele, Zuständigkeiten, Kommunikationswege und Reaktionszeiten abgestimmt. Im laufenden Betrieb erfolgen regelmäßige Status‑Updates, strukturierte To‑do‑Listen und eine nachvollziehbare Ablage (z. B. in Ihrem DMS/CLM). Rückfragen und Entscheidungen werden in kurzen Regelterminen geklärt.

Data protection and confidentiality can be ensured just as securely remotely as on site. Confidentiality is based on secure communication channels, regulated access rights, and clear documentation—not on a specific location. We use coordinated tools and role-based permissions and adapt to your internal guidelines. Professional confidentiality obligations apply regardless of the place of work.

Yes. We typically work within your existing tools and processes (e.g., email, Teams, ticketing, DMS/CLM). If necessary, we will coordinate access and storage concepts together.

Often, yes. In smaller companies, legal is often a single role. One person cannot naturally cover all areas of law, so specific topics are assigned to specialist law firms. This increases the coordination effort and can create duplicate structures.

Yes, for special topics (e.g., patents, complex tax/insolvency/capital market law). The differences lie in the management: targeted commissioning, coordinated budget, qualitative classification of results, and integration into your processes.

The external model is usually scalable:

• no permanent staff commitment
• mehr Kapazität bei Wachstum/Peaks,weniger Kapazität bei ruhiger Lage,
  particularly helpful when legal requirements fluctuate.

Yes, we can provide comprehensive advice and work in English.

After mutual coordination (onboarding, access, contact persons, priorities), a prompt start is often possible. Response times are agreed upon individually.

Through transparent remuneration models (retainers, quotas, flat rates, package services, or expenses). Budget, scope, and reporting are coordinated regularly.

• Retainer (monthly scope)
• Quotas (hours/days)
• Package prices (clearly defined scope)
• Expenses (ongoing billing)
  Budget and scope are transparently agreed upon; reporting is possible.

• Commercial & Contracting (review, drafting, negotiation, playbooks, processes)
• Data protection/GDPR (AVV, TOM, DPIA, product-related questions)
• Corporate & Governance (committees, resolutions, guidelines)
• Compliance (risk assessment, measures, training)
• HR interfaces (employment/freelancer contracts, policies)
• Product Enablement (terms and conditions, licensing/pricing models, regulatory classification)
  Specialized issues (e.g., patents, complex tax/capital market law) are coordinated as needed.

Specialist law firms provide selective advice in specific areas. An external legal department handles a wide range of in-house issues, coordinates special questions, and ensures consistent prioritization and documentation. Depending on the case, both models can complement each other effectively.

• Start: Onboarding (overview of documents/processes, contact persons, priorities)
• Operation: defined response procedures, regular coordination, traceable documentation
• Interfaces: Use of your tools (e.g., email, Teams, ticketing); coordination of external specialist law firms as needed
• Anpassung: Umfang/Fokus regelmäßig anpassbar

As attorneys, we are subject to statutory professional confidentiality obligations. Therefore, no contractual confidentiality obligation is necessary.

You decide on communication tools and their security level.

If you:

• Need to bridge vacancies or bottlenecks in legal/compliance,
• Require temporary reinforcement during growth/transformation phases,
• Want to cushion peak phases without hiring permanent staff,
• Want to develop or adapt templates, playbooks, or processes.
  The duration and scope are limited; at the end, there will be a structured handover.

For clearly defined projects with legal/regulatory implications, e.g.:

• Market entries/product launches in regulated markets,
• Digitalization/AI initiatives,
• Compliance implementations or adaptation projects,
• Compliance implementations or adaptation projects,
  Procedures, roles, and priorities are agreed upon at the outset; documentation is provided in a comprehensible manner.