Target one board seat (private company audit/compliance committee is the realistic first one) — board service is the lever that moves GC compensation from salaried-executive into equity-carrying advisor territory.

Shift visibility from passive to industry-known by speaking at 1-2 named GC summits per year and publishing on one specialty (M&A, IP, regulatory) — at this level scarcity is about being the *known* GC for X, not being a competent generalist.

Add a working second language to credibly accept cross-border GC mandates — single-language English narrows you to US-headquartered seats and removes a meaningful chunk of the EU / global GC market.