Building Influence Across Functions and Borders – Part 2

Beyond the Legal Function: Leading Transformation, Culture, and Business Strategy

The role of today’s legal leader extends far beyond governance and risk management. Increasingly, the most influential executives are those who can combine legal expertise with commercial acumen, cultural intelligence, and the ability to drive transformation across complex global organizations.

In this conversation, Anna Jacobs, Senior Partner and Head of the Legal Practice at Page Executive US, speaks with Banke Odunaike, a Global Executive Leader whose career has evolved from senior legal leadership into broader enterprise roles spanning operations, culture, talent, and business transformation. Throughout her career at CBRE, Banke partnered with senior leadership to oversee a multi-billion-dollar global platform, shaping organizational strategy, operational excellence, and long-term growth initiatives across international markets.

Drawing on her experience as General Counsel, Chief Culture Officer, and Global Executive Committee member, Banke shares valuable insights on leadership beyond the legal function, building trust as a strategic business partner, navigating global careers, leading through change, and embracing the opportunities and challenges presented by AI and organizational transformation.

In this interview, she reflects on the pivotal moments that shaped her leadership journey and offers practical advice for legal executives aspiring to broaden their impact and lead at the highest levels of business.

Anna Jacobs: You’ve operated across functions that are often managed separately, including legal, HR, and culture. Where do you see the biggest opportunities and tensions at the intersection of these areas, and how do you approach decision-making when balancing competing priorities across them?

Banke Odunaike: Collaboration is everything. Each function brings a different lens, different expertise, different lived experience, and that diversity of thought is what produces solutions that hold up over time.

The tension shows up when job insecurity, or simply the fear of losing control, gets in the way of that collaborative instinct. That’s when you see stagnation: a shift away from the greater good and toward self-preservation, which has never been a catalyst for anything good.

My approach in those moments has always been to keep bringing people back to the benefits of working together and to our shared vision.

As Antoine de Saint-Exupéry put it:

"If you want to build a ship, don’t drum up the men to gather wood, divide the work, and give orders. Instead, teach them to yearn for the vast and endless sea."

Anna Jacobs: You’ve built an international career across different markets. What were the most challenging aspects of relocating, and what helped you adapt successfully?

Banke Odunaike: Driving on the other side of the road! Not for the faint of heart, especially alongside some of the most... spirited drivers on the planet.

In all seriousness, though, the real challenge was being intentional about adapting to cultural nuances, shifting from operating on muscle memory to operating with intention.

My life in the UK had a steady rhythm; I knew exactly where to go for groceries, and I’d become a familiar face at all my usual spots. Moving to the US meant starting from scratch and helping my family settle into an entirely new routine.

I’ve always had a natural willingness to adapt to life’s ebbs and flows, but I couldn’t have done it without a strong network of family, friends, and colleagues.

I also have to give special credit to CBRE’s relocation team. They made what could have been a chaotic transition feel remarkably seamless for me and my family. They are  former colleagues now but remain dear friends.

Anna Jacobs: For legal professionals considering an international move, what are the most important capabilities or mindset shifts they should be thinking about today?

Banke Odunaike: Speaking from a General Counsel’s perspective, one of the biggest mindset shifts, in any environment, is recognizing that legal expertise alone isn’t enough.

The most successful international legal leaders combine sound legal judgment with cultural intelligence, commercial acumen, and the ability to influence across a genuinely diverse set of stakeholders.

If you’re weighing a leap across geographies, here’s where I’d focus your energy:

First, build a global business mindset. If you haven’t read Erin Meyer’s The Culture Map, go get it now and thank me later.

Different jurisdictions approach risk, regulation, negotiation, and governance in genuinely different ways, and the legal professionals who thrive internationally aren’t the ones with a fixed playbook. They’re the ones who can adapt their advice to local business realities while holding the line on consistent standards and ethics.

Success in a global role is rarely about knowing every local law. It’s about understanding how decisions get made, how relationships are built, and how leadership is exercised in different markets. Listening, curiosity, and humility matter just as much as technical knowledge.

Second, get comfortable with complexity and ambiguity.

International roles mean navigating unfamiliar and often complicated regulatory regimes without the comfort blanket of the fundamentals you learned in law school.

There will be geopolitical shifts, evolving compliance expectations, and business priorities that change faster than you’d like. The ability to stay steady through that turbulence, and still provide clear, pragmatic guidance when the answer isn’t black and white, is a genuine leadership skill.

Third, communicate effectively.

Boards and executives increasingly judge General Counsel less on technical precision and more on judgment, clarity, and the ability to hold a balanced view of risk and opportunity in front of non-lawyers.

Finally, get your paperwork in order.

A growing number of U.S. states now offer a “foreign legal consultant” or “foreign in-house counsel” registration that is considerably faster than full bar admission.

Ultimately, the people who embrace continuous learning, build diverse networks, and stay adaptable are the ones best positioned to thrive abroad irrespective of their role.

Key Takeaways

• Strong collaboration across functions creates stronger organizational outcomes.
• International careers require adaptability and cultural awareness.
• Legal expertise must be complemented by commercial and leadership skills.
• Continuous learning is a competitive advantage for global executives.