In this Legal Voices Interview, we’re thrilled to feature Gethin Bennett, Assistant Legal Counsel at The Royal Mint who has shaped an impactful path within the legal community.
After beginning his career in private practice, Gethin transitioned to in-house law in 2020, bringing his expertise to one of the UK’s most iconic institutions. His role at The Royal Mint offers huge scope and the chance to contribute directly to the success of its diverse products and services—a challenge he clearly relishes.
Beyond his professional achievements, Gethin has also become a cornerstone of the in-house legal community. As the leader of our mid-level lawyers' peer group, he is dedicated to encouraging connections, supporting career growth, and addressing shared challenges for professionals at this stage of their careers. He also contributes regularly to our community clinic, offering thoughtful insights on a wide range of practical and strategic issues faced by in-house lawyers today.
Join us as we look at Gethin’s journey, discover his legal community contributions and uncover his advice for aspiring and current in-house professionals alike.
Why did you transition from private practice to an in-house role at The Royal Mint?
It all started when, as a trainee in my last firm, I was lucky enough to have a secondment opportunity at The Royal Mint. Having done two seats in the Employment and Disputes Team so far, my third seat in-house really was a different experience.
And I was sold from day one! Even though the initial switch could be daunting, I realised that, as time went by on my secondment, this in-house way of working was much better suited – both professionally and personally.
For me, at least, working in-house offers a real and unique blend of challenges and rewards. Unlike private practice, where you often focus on a narrow area of law, being in-house places you at the heart of the action – every day really is different. One day, I’m drafting and negotiating IT, distribution and licensing contracts. The next, I’m diving into intellectual property issues or advising on public procurement strategies. This variety keeps things fresh and intellectually stimulating.
What truly sets in-house work apart, though, is the opportunity to fully immerse yourself in the business. You’re not just an external advisor swooping in with your legal analysis – you’re part of the wider team. In particular, you gain an intimate understanding of the company’s goals, challenges and culture, allowing you to anticipate risks and provide practical, tailored solutions. It’s incredibly rewarding too to see how your advice directly contributes to the business’s successes, and that sense of ownership is something you don’t always get as a private practice lawyer.
What skills or qualities do you believe are most important for success as a mid-level in-house lawyer, particularly for those aspiring to leadership roles?
The top-three in my view are:
(1) Communication
Being an effective in-house lawyer means wearing many hats – and one of which is that of a translator. It’s not necessarily about losing everything you’ve learned at Uni, but more about taking complex legal jargon and boiling it down into straightforward, practical advice for non-lawyers.
On that note, a piece of advice I always try to give is “write like a journalist, not like a lawyer.” In other words, avoid War and Peace style and legalese spiels, and focus instead on concise, sense-making, actionable advice.
(2) Commercial awareness
Yes – that dreaded cliché we’ve all seen in job apps and interview prep guidance! But it’s a must-have when you’re a GC. You need to understand how the business works and what drives it, so that your advice isn’t just legally sound, but also commercially sensible.
In practice, that means that you need to weigh the black-and-white legal risks against the commercial factors and reality at play.
Strategic mindset is also an essential. It’s not always enough, for example, to solve the problem in front of you – you need to anticipate what’s coming over the horizon and position your team and the business in readiness to handle it.
(3) Soft skills
There’s no doubt that your technical abilities and “harder” skills are essential to your role, and for doing a good job as a lawyer. But, when you’re in-house, the softer skills are just as, if not more, important.
One of these is emotional intelligence. In practice, that means the likes of listening actively, building trust and confidence, and fostering collaboration across different areas of the business.
Stakeholder management and influence is key to this. What this means is that you shouldn’t forget the personal edge of dealing with your internal clients. For example, if a senior leader wants to fast-track a deal despite some red flags you’ve shared, you need the confidence and tact to explain why slowing down now could save the company from costly issues later. Building credibility and trust from the outset should help to ensure that your voice is heard and taken into account – even (or especially) in high-stakes conversations.
Can you tell us more about the mid-level lawyers' peer group you head up?
The peer group was created to provide a space for connection, collaboration, and candid conversation. Mid-level in-house lawyers, in my experience, often face unique challenges: balancing technical expertise with stepping into more strategic and leadership roles, navigating stakeholder relationships, and building their influence within their organisations.
Our group focuses on addressing those issues head-on. We share experiences, problem-solve together, and learn from each other’s successes (and war stories!). Beyond the professional development aspect, it’s also about building a sense of community – especially when being in-house can feel isolating at times for many of us, and having a group of like-minded people, who truly understand your world, is invaluable.
If you could go back to your early days in-house, what advice would you give yourself?
“The lottery numbers for this coming Friday are 05 08 21 39 42.”
Only kidding. I think I’d tell myself to embrace the learning curve from the outset, and not stress about knowing everything from day one – which is difficult when us lawyers are trained to be perfectionists!
In-house isn’t about having all the answers (which, let’s face it, is just an impossibility) – it’s about knowing how/ where to find them, whether that’s through research or by collaborating with the right people.
I’d also encourage myself to spend more time learning about the business itself. It’s easy to focus on just the legal issues and getting caught-up in business-as-usual, but understanding the company’s strategy, goals, and challenges makes you so much more effective. Achieving this in practical terms means talking to people in other departments, sitting-in on meetings that aren’t strictly legal, and not being afraid to ask questions – it’s the fastest way to build relationships and become a trusted advisor.
Lastly, I’d remind myself (and, in fact, should keep doing so) that things will go wrong occasionally, and that’s okay. Mistakes happen – what matters is how you respond, learn from them, and move forward.
What do you enjoy doing in your spare time?
I’m a big fan of running – it’s my go-to way to clear my head and stay focused. Cooking is another passion, and I enjoy trying new recipes and experimenting in the kitchen (even if it doesn’t always turn out perfectly!).
I also love to travel. There’s something refreshing about experiencing a completely different culture and stepping out of your comfort zone.
And when I’m at home, much to the (non-)delight of my partner, I’ve always got a political podcast on in the background!
