Susan Braybrooke

Most multinationals measure legal function maturity by headcount, technology spend, or policy coverage. A more honest measure is simpler: what

Deal teams doing M&A in South Africa are generally well prepared for Competition Commission notification. It is the regulator everyone

Founders preparing for an exit tend to focus their attention on the parts of the business that feel substantive: revenue

Most founders who have been through a failed or heavily discounted transaction will tell you the same thing: the legal

Subsidiary and regional legal teams across Africa are routinely asked to deliver global-standard compliance and contracting with a fraction of

Multinational subsidiaries across Africa share a common structural problem. The regional legal team is expected to handle local compliance, contracts,

Most South African business owners who have been through a failed or heavily discounted sale process can point to the

There are two moments in an investor’s calendar when legal can either accelerate everything or derail it completely: when you’re

Fund investors doing regular deals in South Africa and across the region spend significant time and capital on the transactions

Subsidiary legal teams don’t lose control in a single moment. They lose it incrementally, through what accumulates into an exception

South African deals don’t become difficult because valuations are ambitious or because the parties can’t agree on price. They become

Most founders begin preparing for a sale at the wrong moment. The LOI is signed, the buyer’s advisors are engaged,