From In-House Counsel to GC: Amber Murray’s Journey at Jamestown and the Power of Adaptability
In the high-stakes world of real estate investment, where market shifts demand constant pivots, Amber Murray’s ascent to General Counsel at Jamestown embodies resilience and strategic evolution. Appointed GC in early 2025 after serving as the firm’s Senior Vice President and Associate General Counsel, Murray oversees a global portfolio of mixed-use developments—from historic revitalizations like Miami’s Wynwood to innovative office spaces in San Francisco. With over 15 years in corporate law, her path highlights how adaptability isn’t just a buzzword; it’s a survival skill for in-house leaders. In a November 7, 2025, Corporate Counsel profile, Murray distills her advice: “Be prepared to adopt new strategies throughout your career. It’s not uncommon that certain strategies will work for a season, and then you might need to adopt something new.” Here’s how she made it to the top—and what aspiring GCs can learn from her playbook.
The Early Hustle: Building Foundations in a Niche World
Murray’s legal career kicked off far from the glamour of Big Law. A 2008 graduate of Wake Forest University School of Law, she started as an associate at a boutique firm in Charlotte, North Carolina, focusing on real estate transactions and commercial leasing. “I fell into real estate law because I loved the puzzle of zoning and entitlements,” she recalls in the interview. But the 2008 financial crisis hit hard—clients vanished, and billable hours dried up. Rather than pivot to a safer practice area, Murray doubled down: She volunteered for pro bono work with Habitat for Humanity, honing negotiation skills on tight budgets, and networked relentlessly at industry events.
By 2012, this grit landed her an in-house role at a mid-sized developer in Atlanta, where she managed vendor contracts and compliance for multifamily projects. It was unglamorous—endless redlining of leases—but it taught her the business side: “Law school preps you for the ‘what,’ but in-house is all about the ‘why’—why this deal matters to the bottom line.” A key lesson? Embrace the operational grind. Murray advises juniors to “shadow finance and ops teams early; you’ll spot risks others miss.”
The Jamestown Leap: From Associate GC to Strategic Partner
Murray joined Jamestown in 2018 as Associate General Counsel, drawn to its mission-driven ethos: The firm, founded in 1982, blends profit with purpose, investing in sustainable urban spaces that foster community (e.g., their $500 million adaptive reuse of Brooklyn’s Domino Sugar Factory). Under then-GC (and now advisor) Michelle Wurster, Murray tackled complex matters like ESG compliance amid rising climate regs and cross-border joint ventures in Europe.
Her promotion to Senior VP and Associate GC in 2022 came amid Jamestown’s post-pandemic boom—acquisitions surged 40% as remote work reshaped office demand. Murray led the charge on diligence for a $300 million portfolio buy, negotiating amid supply chain snarls. When Wurster stepped down in 2025, Murray’s blend of tactical prowess and visionary input sealed her GC role. “Amber doesn’t just mitigate risk; she turns it into opportunity,” Wurster said in the profile.
What set her apart? Strategic agility in chaos. During COVID, when leases turned toxic, Murray shifted from rigid enforcement to collaborative workouts—offering rent deferrals in exchange for green retrofits. This saved $15 million in litigation and aligned with Jamestown’s sustainability goals. Her mantra: Adapt or atrophy. As she puts it, “The law doesn’t change overnight, but the business does—be the one who anticipates the pivot.”
Key Strategies That Propelled Her Rise
Murray’s trajectory offers a blueprint for in-house climbers. Here’s a breakdown of her top tactics, drawn from the How I Made GC series:
| Strategy | How Murray Applied It | Why It Works for Aspiring GCs |
|---|---|---|
| Adopt New Strategies Seasonally | Switched from adversarial litigation to mediation post-2020, reducing disputes by 60%. | Careers have phases—litigator in your 20s, counselor in your 30s. Audit your toolkit yearly; what worked in a bull market flops in a downturn. |
| Prioritize Business Acumen Over Billables | Took a “rotation” in Jamestown’s asset management team, learning cap rates and IRR. | GCs aren’t just lawyers; they’re C-suite hybrids. 70% of her time now is advisory, not drafting. |
| Build a Diverse Inner Circle | Mentored via Women in Real Estate (WIRE) and cross-firm affinity groups. | Networks aren’t echo chambers—seek sponsors outside your lane for blind-spot checks and opportunities. |
| Master Work-Life Fluidity | Uses “micro-resets” like 10-minute walks, evolving from rigid gym routines to family-integrated wellness. | No universal fix for burnout; experiment quarterly. Her current hack: Delegating low-stakes emails to paralegals. |
Advice for the Next Wave: Adaptability in an AI-Driven Legal Landscape
Looking ahead, Murray warns of seismic shifts: AI tools like contract reviewers are automating 30% of routine work, per 2025 ABA data, while regs on data privacy (e.g., EU AI Act) demand proactive ethics. “Don’t fear tech—partner with it,” she urges. For stress? Her evolving toolkit includes apps for mindfulness one year, executive coaching the next. “There’s no silver bullet for balance; it’s about seasonal recalibration.”
On X, her story resonated: Legal influencers praised it as “real talk for the grind,” with one post noting, “Murray’s pivot mindset is gold in volatile CRE.” For those eyeing GC tracks, start now: Volunteer for cross-functional projects, track your “wins” in a leadership journal, and remember—promotion isn’t linear; it’s adaptive.
Murray’s full profile is a must-read for in-house pros navigating 2025’s uncertainties. As she signs off: “The best GCs aren’t the smartest; they’re the most flexible.” Streamline your strategy—your corner office might depend on it.