In an industry often slow to shift talent development models, Husch Blackwell is drawing attention for its HB In-House program, an initiative launched in 2024 that prepares associates for the transition to in-house legal roles. One year in, the program is generating interest across the legal sector—and reshaping how firms think about associate career paths.

The initiative blends structured modules, client-led training sessions, and mentorship pairings, all designed in collaboration with corporate legal departments. Husch Blackwell chair Joe Glynias said the firm made one notable curriculum adjustment this year, reworking its core case study to better align with module content. But the backbone of the program remains intact, as does demand for its graduates.

Associates like Ryan Holland, now in-house counsel at UL Solutions, credit the experience with recalibrating their legal perspective. “As a firm attorney, you’re often reacting to client needs,” he said. “In-house, you really need to be proactive and anticipate business needs from a legal perspective.”

That proactive posture—understanding the business, managing risk, and becoming a trusted internal partner—has emerged as a central theme. For 2025, the curriculum incorporates deeper training in financial fluency and enterprise risk oversight, based on alumni feedback and input from faculty advisers like Kohler CLO Megan Belcher.

“Once you get past the technical threshold, business acumen and the ability to manage ambiguity are what distinguish effective in-house counsel,” Belcher said. She also views the program as a valuable recruiting pipeline: “I’m interested in the cohort—how they think, and how they might fit with our team or others in the industry.”

The firm’s approach has drawn attention from legal departments beyond its client base. Glynias noted more than a dozen secondment requests and inquiries from unaffiliated organizations about potential placements and curriculum access. The 2025 cohort has been broadened accordingly to include more experienced attorneys and a wider geographic reach.

Even so, Husch Blackwell is resisting the urge to scale up too quickly. “We considered growing the class size more dramatically,” Glynias said, “but some of the most valuable aspects were the one-on-one faculty connections, and we didn’t want to dilute those.”

Mentorship support remains strong, with most 2024 faculty returning in 2025. Many are firm alumni now working in-house. According to Belcher, their feedback has been “effusive,” driven by what she described as a “moment of real awareness by large law firms about the in-house experience.”

The program also challenges long-standing assumptions about law firm career tracks. Holland noted that he felt no stigma in expressing interest in an in-house transition. “The firm made it clear that exploring different paths was encouraged,” he said. “That transparency benefits everyone.”

For Glynias, there’s recognition that investing in lawyers’ long-term development—even if it means they exit the firm—pays reputational and relational dividends. One of his longtime colleagues recently departed for an in-house position. “It was a challenge for my practice,” he said. “But if it’s the best thing for her, then it’s gratifying.”

Looking ahead, Husch Blackwell is evaluating whether the program could expand to include junior in-house attorneys who didn’t begin their careers at the firm. While there’s no formal expansion plan yet, Glynias said “there’s a high likelihood” that will be part of future iterations.

For now, the focus is on sustaining the model. “This isn’t just about client development or talent pipeline,” Glynias said. “It’s about offering meaningful development opportunities—wherever they lead.”