SunCrest Law / Business owners / Fractional counsel
AI oversight, data privacy, incident response, and international operations — scoped as fixed-price programs and delivered as working process. Not a memo you file away and rediscover during the incident.
A national firm will build you an AI governance program. It will be excellent, it will take five months, and it will cost more than the risk it addresses. A generalist outside counsel will send you a policy template and wish you luck.
What most companies need is in between: someone who has built these programs from inside a public company, working at a defined scope for a price agreed in advance, who leaves behind a process your team owns rather than a dependency on the lawyer who wrote it.
That is the whole practice. Six lines of work, each delivered as a fixed-price program, each ending with documents and workflows in your hands.
Most of this work does not justify a full-time hire, and outside counsel bills it hourly without ever learning your business. Fractional counsel sits in between: a lawyer who knows your systems, your vendors, and your risk posture, engaged in whichever shape the work requires.
A set number of hours each month covering the ordinary legal flow of the company — commercial contracts, board minutes and resolutions, equity and option administration, employment escalations, vendor and customer disputes, policy questions, and support on transactions as they arise.
The relationship. Same counsel, continuous context, a predictable monthly number.
One piece of work with a delivered artifact, at a fixed price agreed before it starts. A privacy program, an incident response plan, a single market entry. Run inside a monthly engagement or entirely on its own.
The project. For closing a specific gap rather than covering the whole function.
A departure, a leave, or the stretch before you hire. The full function for a bounded term, including the parts nobody writes down: the standing meetings, the escalations, and the questions that arrive without warning.
The seat. For when it is empty and cannot stay that way.
The six programs below are where this practice is unusually deep. A monthly engagement covers everything else a company needs from a lawyer, so you are not deciding whether a question is important enough to call about. Monthly engagements carry a stated hour allocation, with anything beyond it scoped separately before the work begins; litigation is managed rather than conducted in-house, with trial counsel retained and supervised where a matter requires it.
Each is scoped to a fixed price before work begins, and each ends with the documents and workflows in your team's hands — whether it runs on its own or inside an ongoing engagement.
Where AI already sits in your business, the policy that governs it, and the vendor diligence that keeps pace as new tools arrive.
What you get PRVNotices people can understand, consent that actually works, a process for handling data requests, and retention rules that limit what a breach can reach.
What you get IRA plan for the first hour, a clear map of who must be notified and by when, and the disclosure call made before the pressure is on.
What you get INTLOpening in a new market, or winding one down, in the order that keeps it from taking twice as long.
What you get FCPAA policy that is not shelfware, training for the people closest to the risk, and knowing who your third parties are before they act on your behalf.
What you get RECKeeping what the law requires, deleting what you should not still be holding, and making sure a litigation hold reaches the right people before the wrong thing is gone.
What you getThirty minutes, no charge, no obligation. Enough to establish what you actually need — including when the honest answer is that you do not need this program, or need a different one.
A written scope and a fixed price, agreed before any work starts. You know the deliverables and the number in advance. No hourly meter running in the background.
Once the program is delivered, ongoing support is arranged separately — so you decide with the finished work in hand instead of committing at the outset.
Robert Snyder built this practice to do the work he had been doing inside a public company, for the companies that need it but cannot justify the headcount.
Most recently he was Senior Director and Corporate Counsel at a NASDAQ-listed company, where he chaired the AI committee, led privacy program modernization, authored the enterprise incident response plan, and served as legal lead on operations across more than fifteen jurisdictions. Before that he practiced in the Corporate and International Group at Kirton McConkie, Utah's largest law firm.
Bring the messy version. Thirty minutes is usually enough to tell whether this is a program engagement, a smaller piece of work, or something you should handle another way — and we will say so either way.