JUSNREMCOUNSEL & CONSULTING
HomeCounsel & consulting
From a legal question to defined work

Judgment.
Structure.
Practical direction.

Counsel and consulting for enterprises, governments, public institutions and international organisations. Clear positions, useful instruments, accountable arrangements and practical routes forward.

Begin with the decisionA business to develop, a public mandate to implement, an institution to shape or a right to protect. Scope, jurisdiction, professional responsibility, fees and intended output are agreed for each engagement.
01 / Your starting point

Businesses

For enterprise, trade, growth and the relationships behind them.

02 / Your starting point

Governments & Institutions

For governments, public institutions and international organisations.

03 / Your starting point

Open Collaboration

For everyone, everywhere, bringing ideas, experience and challenges.

A continuing relationship

Counsel & Consulting.
Part of Your Team.

Legal judgment belongs where consequential decisions are made. We work alongside your enterprise, government, institution or programme as it develops, connecting its objectives with the authority, arrangements, responsibilities and remedies needed to advance them.

The relationship can combine General Counsel, drafting, transaction advisory, policy and institutional work, or business-development support. The role follows the need, with defined work, visible responsibilities and agreed outputs. Focused instructions remain available for a particular matter.

Explore working as part of your team

The remit, relevant jurisdictions, professional capacity, availability, fees and working arrangements are agreed for each engagement. Policy advocacy and lobbying are scoped to applicable legal requirements and do not promise access, influence or a particular outcome.

The role follows the work

Alongside your team.
Across the decisions.

A continuing relationship or a focused assignment can draw on several roles. Each begins with a defined remit and a useful output.

01General Counsel and institutional counsel

Bring a continuing legal perspective into organisational decisions. Connect contracts, governance, regulatory questions and disputes; identify priorities and the specialist input needed.

Possible outputs: a legal priorities brief, advice on key decisions, agreed drafting and matter work, and a review of the organisation's changing legal position.

02Drafting partner

Translate an intended arrangement or position into documents that people can use. Work across agreements, terms, governance instruments, commercial proposals, policy submissions and legislative drafting, according to the instruction.

Possible outputs: a coordinated document set, reviewed drafts, negotiation versions and a record of issues that still require a decision.

03Transaction adviser

Examine the structure, terms and responsibilities of a proposed transaction. Connect the commercial objective to the legal instruments, negotiations, dependencies and implementation steps.

Possible outputs: a transaction structure brief, term sheet, contract package, negotiation positions and a list of conditions to address before completion.

04Business development

Help frame an opportunity, the business model and the relationships needed to pursue it. Examine market-entry questions, commercial alliances, partnership options and the arrangements behind an expansion.

Possible outputs: an opportunity assessment, partnership model, commercial proposal or development plan identifying assumptions, decisions and dependencies.

05Policy advocacy and lobbying

Develop a reasoned position on a regulatory or institutional question and the work needed to present it through appropriate processes. Prepare evidence, submissions, policy proposals and engagement plans.

Any lobbying instruction first requires a jurisdiction-specific check of the permitted scope, conflicts and applicable registration, disclosure, ethics and professional requirements. The engagement identifies whose interests are represented and on what terms.

Possible outputs: a policy brief, consultation submission, legislative proposal or transparent advocacy plan within the accepted scope.

Business & enterprise

Across the life
of a digital business.

Structure, agreements, governance and remedy connect the commercial purpose to a workable legal arrangement.

01

Structure & launch

A business taking shape. A sound basis to build on.

Develop the legal structure around a digital business model or collaboration. Examine ownership, contributions, rights, authority and obligations, together with the regulatory, contractual and cross-border questions that affect how the arrangement can proceed.

Possible agreed output

A business-model and rights map, a legal dependencies brief, or proposed founding, ownership and collaboration documents.

Discuss a business you are building
02

Contract & transact

A commercial relationship. Clear terms for working together.

Make commercial relationships workable. Review or develop the agreements, allocation of rights and responsibilities, and legal steps around a transaction, including what happens when performance, payment or expectations are contested.

Possible agreed output

A contract or transaction review, proposed or revised agreements, negotiation positions, or a cross-border implementation brief.

Discuss a contract or transaction
03

Govern & adapt

A changing business or institution. Accountable decisions.

Align legal arrangements with how the organisation actually works. Examine decision rights, governance, technology and data responsibilities, institutional powers and procedures for change, review and remedy.

Possible agreed output

An authority-and-responsibility map, governance provisions, institutional instruments, or a review and adaptation design.

Discuss governance or change
04

Protect & resolve

A right to protect. A practical route to remedy.

Assess rights, evidence and available routes in a dispute, failed agreement, regulatory notice or tax and revenue matter. Work may include advice, negotiation, preparation of a response or legal instrument, and representation within the agreed jurisdiction and professional capacity.

Possible agreed output

A position-and-options brief, agreed response, negotiated document, pleading or defined plan for proceedings or enforcement.

Discuss a dispute or notice
Governments, public institutions & international organisations

Make the mandate
work in practice.

The starting point may be a public mandate, a legislative objective, an institutional reform or a programme that crosses jurisdictions. We agree the question, authority, responsibilities and output appropriate to that work.

01

Mandate & public authority

Clarify what an institution is authorised and required to do, how its powers are allocated and where accountability or review belongs.

Possible agreed output

A mandate and authority map, legal position brief or decision framework.

02

Legislation & policy

Translate a policy objective into legal instruments and reasoned proposals, with attention to implementation, affected interests and review.

Possible agreed output

Draft legislation, regulations, policy instruments or consultation submissions within scope.

03

Institutional reform

Examine the relationships, powers and procedures through which an institution carries out its functions and adapts to change.

Possible agreed output

A governance design, reform options paper or implementation sequence.

04

Digital public infrastructure

Connect digital public systems to lawful authority, data responsibilities, access, oversight and effective ways to contest error.

Possible agreed output

A scoped legal and governance framework, responsibility map or safeguards brief.

05

Public procurement & partnerships

Examine the arrangements through which public bodies obtain services, work with providers and allocate performance, control and responsibility.

Possible agreed output

Procurement documentation review, contract provisions or a partnership structure brief.

06

Public-service design & accountability

Examine how a public service is organised, who makes consequential decisions and how people seek explanation, review or remedy.

Possible agreed output

A service governance design, decision-and-review procedure or accountability framework.

These are possible assignments, not a claim of government appointment or completed projects. Applicable mandates, procurement requirements, conflicts, professional capacity and responsibility are established for the engagement.

Discuss a public or institutional assignment
Legal & institutional design

Make the
arrangement
workable.

An enterprise or institution needs more than a statement of ambition. Its arrangements must identify who contributes, who owns or controls the relevant resources, who makes decisions, how responsibilities are allocated and how disputes can be addressed.

We help develop that legal structure. The work may concern a business collaboration, a governance model, a new institutional function or the adaptation of an existing arrangement to changing conditions.

An agreed design assignment can produce:

  • A map of rights, responsibilities and decision-making authority
  • A proposed structure for ownership, contributions and value allocation
  • Governance rules and the documents needed to put them into operation
  • An assessment of regulatory, implementation and cross-border dependencies
  • Procedures for changes, exit, disputes, review and enforcement

The design should be examined against the circumstances in which it will operate, including what happens when assumptions fail or participants disagree.

01 / CONTRIBUTIONWho contributes?02 / AUTHORITYWho decides?03 / ACCOUNTABILITYWho is responsible?04 / REMEDYWhat if it fails?
Working together

Clear scope.
Identifiable responsibility.

Specialist and cross-border work is scoped around the participants and appropriately qualified counsel actually needed. An enquiry is the beginning of that discussion.

An engagement, professional capacity and responsibility for any deadline require express agreement. Cross-border collaboration does not imply offices or entitlement to practise in every country.

What decision
needs to be made?

Tell us the context, the jurisdictions involved and any deadline.

Discuss an instruction