To provide additional perspective on the findings in General Counsel Pay Trends, Equilar spoke with John Gilmore, Co-Founder and Managing Partner at BarkerGilmore. In the conversation, Mr. Gilmore discussed the evolving role of General Counsel and the qualities and skills that distinguish successful candidates.
With high demands for top legal talent, General Counsel compensation has experienced a considerable uptick in recent years. From your standpoint working closely with General Counsel, what are the top three attributes companies seek in candidates?
Organizations consistently look beyond credentials when selecting a General Counsel. The most effective leaders demonstrate gravitas, which is the executive presence, judgment and influence that earns trust in the boardroom and inspires confidence across the enterprise. Three attributes stand out:
- Strategic Business Acumen: Companies expect General Counsel to function as enterprise leaders, not simply legal experts. A strong grasp of market dynamics, industry trends and corporate strategy enables General Counsel to deliver guidance that protects the business while advancing growth. Strategic acumen reinforces credibility with CEOs and boards, positioning the legal function as a source of competitive advantage.
- Gravitas, Communication and Influence: Top candidates are distinguished by their ability to distill complex legal issues into actionable insights for executives and directors. Beyond technical skill, they carry the presence and judgment that inspires confidence under pressure. Their influence extends across functions, enabling alignment on critical initiatives and embedding a culture of compliance and integrity.
- Adaptability and Resilience: Regulatory demands, geopolitical shifts and technological disruption continue to redefine risk. General Counsel who can pivot quickly, lead during crises and maintain composure in high-stakes environments demonstrate the resilience required to guide organizations through uncertainty.
What newer skills or experiences are companies most prioritizing in General Counsel candidates today?
The profile of the modern General Counsel continues to evolve in step with the forces reshaping global business. While deep legal expertise remains essential, companies are prioritizing experiences that reflect the heightened complexity of operating in a digital, global and closely scrutinized environment.
Foremost among these priorities is digital fluency. Boards and CEOs increasingly expect legal leaders who understand not only the regulatory implications of artificial intelligence and data governance, but also the ethical and operational challenges that accompany emerging technologies. General Counsel who can balance responsible adoption with business innovation provide a rare combination of risk management and strategic acceleration.
ESG has also become a defining expectation. Boards look to General Counsel to advise on disclosure frameworks, stakeholder engagement and reputational considerations that extend well beyond compliance.
Legal leaders with experience aligning oversight with sustainability and governance initiatives bring a perspective that resonates strongly with directors, investors and employees.
In addition, global perspective has taken on new importance. Enterprises are navigating fragmented regulatory regimes, shifting trade policies and geopolitical uncertainty. General Counsel who have managed complex cross-border compliance programs, negotiated international agreements and led global teams are exceptionally well positioned to protect enterprise value while enabling growth across jurisdictions.
These priorities reflect a fundamental shift in how the role is defined. Today’s most sought-after General Counsel are not measured solely by their ability to mitigate risk, but by their capacity to anticipate disruption, influence corporate strategy and inspire confidence at every level of the enterprise.
A Deep Dive: Recruiting and Retaining a High-Performing General Counsel
What strategies are companies using to retain high-performing General Counsel in a competitive talent market?
Retention strategies for General Counsel extend far beyond compensation, with leading organizations adopting a holistic approach to keep top legal talent engaged and committed. Competitive pay remains a foundation in that base salaries, equity, performance-based bonuses and long-term retention packages continue to play a central role. Compensation alone, however, is not enough. Expanding the influence of the General Counsel has become an equally powerful lever. Involving them in board interactions, strategic decision-making and enterprise-wide initiatives both strengthens engagement and reinforces value to the organization. Professional development also plays a critical part, with opportunities such as executive education, leadership training and exposure to emerging areas like AI and ESG ensuring that General Counsel continue to grow and evolve alongside the business.
Organizations are also recognizing the importance of work-life integration. Flexible arrangements, access to mental health resources and a focus on well-being help address the demands of a role that is both high-pressure and high-stakes. Finally, the organization’s culture matters deeply. High-performing General Counsel are far more likely to remain loyal when they operate in an environment that values their judgment, empowers decision-making and demonstrates genuine respect for the legal function.
Based on your experience, what market forces are most influencing General Counsel compensation today?
Compensation structures are shifting in response to several powerful forces. Companies increasingly view General Counsel as key strategic partners, not just legal advisors, and are compensating them in line with their broader influence on business strategy. At the same time, rising regulatory scrutiny has raised the stakes of compliance, making leaders who can anticipate and prevent costly risks especially valuable.
General Counsel are also in direct competition with other C-suite executives, such as CFOs and COOs, for both talent and pay, reflecting their expanding role within the leadership team. As businesses operate more globally, General Counsel with cross-border expertise and experience leading international teams are in particularly high demand, further driving changes in how these roles are rewarded.
In recent years, General Counsel were closing the pay gap with CEOs. However, according to Equilar data, that trend has reversed. In 2020, the GC-to-CEO pay ratio was 4.2, but jumped to 5.0 in 2024. What are some factors driving this trend? Does other executive compensation come into discussion when negotiating pay?
The widening gap between General Counsel and CEO pay reflects stronger upward pressure on CEO compensation relative to other executives. Several forces are driving this trend. Shareholder expectations tie CEO pay directly to financial outcomes and stock performance, leading to outsized rewards during periods of market growth. At the same time, global competition for transformational leaders has intensified, creating scarcity at the very top and driving up compensation packages for the most sought-after candidates. The sheer scope of responsibility also plays a role, as CEOs are ultimately accountable for every aspect of business performance. Finally, equity-driven pay structures amplify CEO earnings in favorable market cycles, further widening the ratio compared to other executives.
That said, compensation committees still consider balance and fairness across the C-suite. Internal equity, benchmarking data and leadership cohesion all factor into negotiations. General Counsel, for example, often look to the compensation of peers such as CFOs and COOs when making their case. Ensuring fairness across executive roles not only supports retention but also reinforces morale and alignment within the leadership team.
In terms of compensation, the data shows those General Counsel who have been in their current roles for 11 to 15 years earn the highest compensation. Meanwhile, General Counsel in their current roles for 20+ years earn the least in the study group. What are your general observations when it comes to tenure and compensation?
General Counsel who remain in a single role for decades may miss the opportunity to reset their pay through external moves, often the most effective way to drive significant increases. Evolving market preferences can also play a role; as newer skill sets, such as digital fluency and experience with emerging technologies, rise in importance, long-tenured General Cousel may be perceived as less aligned with current demands. In addition, succession planning and retirement considerations can limit growth at the top end of tenure, and some executives consciously prioritize stability and loyalty to their institution over maximizing compensation through mobility.
Companies seeking to replace longstanding General Counsel are often caught by surprise at the total compensation required to attract top external talent. This dynamic has elevated succession planning as a board-level priority. A parallel external search, even with a preferred internal successor, strengthens governance by benchmarking total rewards, validating role scope and surfacing specialized profiles in areas such as cybersecurity, data, AI and global regulatory strategy.
Early calibration reduces late-stage misalignment on compensation and accelerates a confident decision, whether the offer goes to an internal successor or an external finalist.
Is there anything else you’d like to add?
The General Counsel role continues to evolve at a rapid pace. Increasing regulatory demands, the influence of technology and shifting expectations of corporate governance position the role as one of the most strategically important in the C-suite.
In 2024, there was a record turnover in the Fortune 500 for General Counsel. With 66 General Counsel spots open due to retirement or other reasons, half of the successors were promoted from within while the others were recruited from outside of the company. Competition for these seats was fierce. Cultural fit, chemistry with the CEO and others in the ELT and gravitas were criteria for the person landing the position. CEOs are typically drawn to people who can express their ability to influence the business via numbers. Those who discuss specific numbers resulting from their efforts have a major competitive advantage. These numbers can include positive revenue and EBITDA growth, percent increase in market share, law department spend and/or savings, or successful transactions and litigation mitigation.
Organizations that attract and retain the strongest legal leaders provide meaningful influence, professional growth and a culture of trust. The Equilar data reinforces that compensation patterns often align with moments when experience, adaptability and business acumen converge. For companies seeking sustainable success, investing in the right General Counsel remains one of the most critical leadership decisions.
John Gilmore is co-founder and Managing Partner of BarkerGilmore with over three decades of executive search experience. John has developed trusted relationships with General Counsel and C-suite leaders across the country. He has unfettered access to the extraordinary talent they seek and an innate ability to quickly identify a substantive and cultural match. With a profound institutional understanding of how in-house legal and compliance departments function most effectively, John has earned a reputation as one of the top executive search consultants for General Counsel and Chief Compliance Officer placements.
Connect with a legal recruiting advisor
* indicates required fields
