Making bold moves: how fractional working gave me freedom, fulfilment and a front-row seat in the boardroom
From City firm to global in-house leader
I’d studied both an English LLB and the French Licence de Droit, not because I intended to practise in France, but because I’ve always looked for ways to stand out and add depth to what I bring to the table. Language skills and cultural fluency gave me early opportunities, and my French ended up being a real asset later on when I transitioned in-house.
After qualifying, I joined Travelex, initially on a short-term contract. I knew it wasn’t the conventional path, but I trusted my instincts. Within 12 months, I’d turned that contract into a permanent role. I quickly built a reputation for delivering results and building trust, which became a recurring theme in my in-house career. I then went on to lead legal teams at several high-growth and international businesses, including NetSuite (now part of Oracle), Fleetcor and RVU (home to brands like Uswitch and Confused.com), and I had the privilege of working directly with founders, boards and C-suite leaders."
Being heard beyond just having a seat
"There’s a common misconception that reaching the level of General Counsel (GC) means your voice will always be heard. But that’s not always the case. In many organizations, especially in the UK, the GC still plays second fiddle to the Chief Financial Officer (CFO) when it comes to influence. I’ve been in leadership teams where the culture was supportive and others where you could sense the shift the moment a new Chief Executive Officer (CEO) stepped in.
Those shifts can be disheartening. But they can also be defining. I realized that if I wanted to influence decision-making at the highest level, I needed to build credibility not just as a lawyer, but as a strategic thinker and board contributor. I started exploring non-executive director roles, particularly in sectors I was passionate about, like sport and community engagement.
I took a speculative punt and applied to join the board of Middlesex County Cricket Club. They were actively seeking to diversify their board, and while I wasn’t from a traditional cricketing background, I brought fresh perspectives and a strong sense of purpose. I didn’t get the role immediately, but I was invited to join a sub-committee. That allowed me to demonstrate my commitment, and eventually I became a board observer, then a full board member.
That journey taught me a lot about perseverance and preparation. I knew some would question my presence: 'She’s only here to tick a box', so I made it my mission to go deeper. I completed a Master’s in Leadership in Sport at Loughborough University, where I explored everything from colonial legacies in cricket to the practical barriers facing women and ethnic minorities in sports governance. I wanted to lead with insight, not just intent."
Reinventing success on my own terms
"In 2024, I founded Salunke Solutions Limited. It was the culmination of years of questioning the status quo, of asking whether the traditional GC role, with its long hours and singular focus, really served me anymore. I realized I wanted to work differently: across sectors, in project-based roles and in ways that allowed me to have a bigger, more diverse impact.
My consultancy model is intentionally fractional. I support scale-ups and PE/VC-backed businesses by setting up or maturing their legal functions. This involves building the systems, hiring strategies, culture and operational muscle they need to thrive.
I often parachute in as a fractional GC or legal advisor during periods of change, whether that’s an international expansion, a funding round or a leadership transition. Then, when the permanent hire arrives, they inherit something sustainable, not a scramble.
What I love most about this work is the freedom to create. I’m no longer firefighting or buried in BAU. I’m designing future-proof structures, mentoring junior lawyers and bringing Legal into the heart of the business, not as a blocker, but as a builder.
The flexibility has also been a game-changer. I now have space in my life for the things that energize me: mentoring, coaching and learning. I don’t think I could ever go back to the old way of working."
A trusted voice for others on the journey
"As my own consultancy took off, I noticed something: more and more people started reaching out, curious about how to break out of the conventional legal career path. Some were GCs on the brink of burnout. Others were mid-level lawyers seeking variety or purpose. Many were women or people of color who’d hit invisible walls.
Every month, I have conversations with lawyers asking, “How did you do it? Could I do it too?” I always say the same thing: yes, you can, but you have to back yourself. You have to stop waiting for permission and start shaping your own future. That mindset shift is the hardest part.
To help others make the leap, I’ve started informally mentoring aspiring fractional lawyers and portfolio careerists. Sometimes it’s practical—how to price your services, how to set boundaries. Other times, it’s emotional—navigating imposter syndrome, redefining success, or simply believing you have something different to offer. This part of my work has become incredibly fulfilling. It’s a privilege to watch others rediscover their agency."
Balance, curiosity and the road ahead
"Outside of work, I’ve always made space for joy, community and curiosity. I coach paddleboarding on the Thames, I mentor emerging leaders and I’m constantly learning. I recently joined Soho House, which gives me a creative outlet and the chance to connect with people across industries. I find huge inspiration in hearing how others are shaping their own paths, be it in tech, media or even agritech and robotics—which, incidentally, are areas I’m increasingly drawn to from a legal advisory perspective.
Balance isn’t about having it all—it’s about knowing what energizes you, what grounds you, and what to say no to. For me, that’s been the key to sustaining momentum without burning out."
Looking back and ahead
"If I could go back and tell my 2007 self anything, it would be this: don’t be afraid to do things differently. The legal world has its traditions and expectations, but your path doesn’t have to fit anyone else’s template. The skills you build are portable. They open doors in boardrooms, start-ups and across sectors. But it’s up to you to decide where you want to walk through.
The truth is, success isn’t static. It evolves as you do. There was a time when I thought being GC of a listed company was the pinnacle. And maybe it would have been. But what I’ve built instead, this blend of entrepreneurship, impact and freedom, feels right for who I am now.
I’m proud of what I’ve achieved, but I’m even more excited about what’s ahead. Whether it’s guiding businesses through transformation, helping women break into leadership or just having more honest conversations about what fulfilment really looks like—I’m here for it.
My advice? Don’t wait. Use your network. Ask the questions. Back yourself. And make the most of the communities around you—the Reach Network is a great example. You never know where one conversation might take you."