DEALBREAKER TO DEALMAKER

Powering the Sales & Legal Partnership

It’s easy to think of Legal and Sales as two mutually exclusive organizations. In reality, however, it’s in a business’s best interest for both teams to work together. After all, Sales drives revenue, but Legal is the balance that reduces potential exposure to risk and ensures compliance.

Unfortunately, the quarter-close hustle — that mad dash to the deal finish line — can put unnecessary strain on the relationship between Sales and Legal, from lack of clarity and roadblocks to mistrust and risk. 

The good news is businesses can mitigate the stress of quarterly deal crunches — and year-round dealmaking — by aligning Sales and Legal around shared processes, organization and technology. 

Author: Ironclad GC Chris Young

With contributions from: Ironclad VP of Sales Damon Miño

Full of hard-won best practices direct from Ironclad legal and sales leadership, Dealbreaker to Dealmaker: Powering the Sales & Legal Partnership can help you:

  • Build relationships across teams by investing in quality time, information sharing and common language
  • Get granular with data to optimize deal efficiency, foster accountability and reduce the stress of tight turnarounds
  • Strike a balance between speed and compliance by investing in digital contracting technology
  • Align resources to increase efficiencies and avoid siloing Sales and Legal

Because a harmonious relationship between legal teams and their sales counterparts is fundamental to the healthy, long-term success of any company.

The more Legal can partner and collaborate with Sales, the more empathy you build. When Sales trusts you and appreciates that you’re always looking out for the benefit of the company, they’re not going to avoid you. Instead, you can address issues together as you both help the company avoid undue risk.
—Ironclad GC Chris Young 

Download the guide here