Ten percent of people will find a reason to dislike almost anything you do.
Tim Ferriss has a useful rule for this:
Expect it. Treat it as math.
Not as a scientific law.
More as protection against losing your mind.
Ferriss once ran a design competition that created a small internet firestorm.
One critic published an article titled:
“Is Tim Ferriss Acting Like an Asshole?”
Ferriss shared it.
Not because he agreed with everything.
Because part of the criticism was useful.
And because showing that he could take a punch made the real haters rather less exciting.
This is not permission to ignore feedback.
That would be convenient.
Also stupid.
It is a reminder not to confuse resistance with evidence.
Launch a new transformation plan of your department.
Launch a new business self-service contract playbook.
Bring in a specialist nobody internally has used before.
Some people will object because the idea is bad.
Some because it changes their role.
Some because it is Tuesday.
The useful skill is separating signal from expected noise.
Legal often waits for consensus because consensus feels safe.
But unanimous support usually arrives after the decision no longer matters.
At Ambar, a GC can test a new capability through a defined fractional assignment.
A senior energy lawyer for the project in the country that makes everyone quietly forward the email to legal.
A FMCG specialist for the first launch of an retail ecommerce product.
A regulatory expert while the business tests a new country.
The company gets evidence before permanent headcount or a giant firm engagement.
The team learns.
The GC keeps options open.
And the critics get something better than another committee:
Results.
Not everyone needs to like the decision.
The business needs enough proof to know whether it works.
Before you go: how Ambar can help
We help GCs access senior independent legal talent when their teams need more range, more speed or more specialist judgment.
1) Fractional counsel for capacity gaps
When a key lawyer moves role, goes on leave, or gets pulled into a strategic project, we help cover the gap without adding permanent structure.
2) Specialist expertise for new areas
Privacy, AI, technology contracts, payments, cybersecurity, energy, regulatory or new jurisdictions — senior lawyers who bring knowledge into the team, not just hours.
3) The layer between in-house and traditional firms
For work that is too senior for junior execution, too close to the business for a law firm machine, and too temporary for a permanent hire.
4) Legal AI that learns your standard
We help legal teams turn senior judgment into playbooks, model answers, red flags, evals and error-analysis frameworks for the AI tools their teams already use.
Not generic AI. Your legal standard.
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Stay cool,
Dr. No