This is the first article in a six-part series on in-house counsel lobbying for policy change.
In December of 2001, a few weeks before I became the first lawyer at a tiny Internet start-up called GoDaddy.com, I got a call from the CEO and founder, Bob Parsons. I had only met Bob once, but I already knew I was going to like working for him. He was unlike anyone I had ever met. Not only was he smart and funny, but he was eccentric, entertaining and showed signs of pure brilliance when it came to marketing intuition, all good characteristics for a serial entrepreneur.