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The conversation in this episode starts by discussing a post-pandemic practice pivot and how one litigator chose a new path, which led to establishing a new business at the intersection of law and finance. 

For a long time, the need for in-house counsel meant the company had crossed a certain size threshold: enough contracts, enough regulatory touchpoints, enough disputes and enough litigation to justify building a legal department. But an alternative has emerged — companies keeping their core teams lean while bringing in senior legal judgment on a part-time, flexible basis. 

In this episode I enjoyed catching up with Jonathan Sablone, founder of Sablone Advisory LLC, about why that model works and what it looks like when the lawyer is, in his words, a “fractional general counsel” and a litigation manager.

Sablone’s résumé reads like a tour through the high-end litigation market. He spent roughly 25 years at global firms including Nixon Peabody and DLA Piper, where he held leadership roles and built practices focused on complex commercial and private funds disputes. His work has spanned the financial services world—private equity funds, hedge funds, institutional investors—and often had a cross-border component. 

Thanks to Jonathan for sharing his insights, which should give comfort to litigators who might be asking themselves: Is there anything else that is just as fulfilling? 

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