The Challenge
CEO, Cello
Cello is a New Zealand-based telecommunications company that provides network solutions to business customers, including broadband internet, mobile services, and cloud services, and it has experienced significant growth in recent years, expanding its customer base and service offerings across the country.
As Cello rapidly transitioned from a startup to a larger enterprise, it faced increasing legal complexities in customer contracts and supplier agreements. Mark Jurgeleit, Cello's CEO, highlighted the growing challenges:
"We were dealing with bigger and bigger customers, and, on the other side, there would be a team of lawyers. I needed someone on our team, who knew our business inside and out."
Mark had always worked with in-house legal teams in previous roles at other organisations, but at Cello, he used a combination of internal non-legal expertise and external law firms, which he described as "a really expensive way of getting the work done."
The lack of dedicated in-house legal support meant Cello was facing ongoing higher costs or increasing risk. Mark explained:
"We were in danger of putting ourselves at risk by not having an accessible and affordable legal review process for customer contracts."
This had the potential to become a critical issue and needed attention.
The Solution
Juno Lawyer
Recognising the need for specialised legal expertise, Cello turned to Juno.
"What I learned to appreciate was the model that you had a team of people with a range of expertise, and the idea was to understand our unique requirements first and then match the right person."
At first, Mark had reservations about engaging Juno as he was unsure if he would get the right lawyer for the team. However, after several discussions to get closer and closer to identifying Cello’s requirements, Juno recommended Sarah Dalziell-Clout for the role, with her deep industry knowledge in telecommunications law and proven ability to hit the ground running.
Mark praised Juno's patience and precision in the matching process:
"Juno waited until they had the right person, and they didn't just throw anyone at it. They took the time to get it right. It didn’t feel too salesy.”
His advice for anyone else considering contacting Juno is to "really consider your problem and really articulate it to Juno as best you can so they can do that process of matching up the right person. It worked for us”.
This advice is invaluable for companies at a similar growth stage considering mitigating risk by bringing in-house legal to the table.
The Benefits
"I was able to go to the board and update the risk register and say, 'I'm removing this risk'. It has worked beautifully. We're super happy, " said Mark Jurgeleit, CEO, Cello.
Sarah's presence allowed Mark to address the company's board about reduced legal risks confidently.
Mark emphasised the value Sarah brought, stating:
“She landed really competently and did an exceptionally good job. Her experience is on point. Her contributions have been pivotal in refining our risk management strategy, ensuring that Cello remains compliant but also competitive and innovative."
Sarah's "flexibility and dedication to understanding the intricacies of our business have made her a valued member of the team".
The engagement with Juno proved to be a cost-effective solution, as Mark noted: "I feel like I paid good money for a great resource and I'm not covering a bunch of other expenses associated with an FTE".
Juno's flexible model, with "the ability to test the water for a fixed period", was a significant advantage, allowing Cello to evaluate the need and fit without a permanent commitment.
Cello's journey with Juno is an excellent example of the strategic value of aligning legal expertise with business growth. By patiently matching the right legal professional and embracing a flexible engagement model, Cello mitigated risks, empowered its operations, and positioned the company for continued success.
This case study highlights Juno's effective service model and how it can serve as a beacon for other organisations facing the question of when and how to introduce their in-house legal function.
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