This is the second article in a six-part series on in-house counsel lobbying for policy change. Read the first installment here.
I still recall the first trip Go Daddy Founder Bob Parsons and I took to Washington, D.C. It was in early 2002. Go Daddy was just breaking into the ranks of the top 10 largest domain name registrars. The room was full of CEOs and lawyers from all the giant registrars, and we were the new kids on the block. We were the people from the company with the silly name and the goofy little logo. Not a single person in that room could have predicted what would happen to the domain name industry in the next 10 years, including Bob and me.
To help narrow the focus, and perhaps inform your decision about how to proceed, here is some historical insight that helped guide the process at Go Daddy. When I was faced with the first policy-type decision I had to make at Go Daddy, and it became clear to me there was no law on point, I gave the best advice I could under the circumstances. And, then, I immediately started talking to other lawyers, reading as much as I could about trends online and plotting a way to begin to shape policy for the entire Internet, one issue at a time.
Over time, an obvious strategy emerged: