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Market shifts, data proliferation, and regulation create pressure for companies that operate across media, technology, and communications. Cision sits at the center of that pressure, handling data flows, analytics, and communication tools for organizations globally. As expectations shift around privacy, AI, and content, its legal function must keep pace with both business growth and compliance demands. Matt Royack, General Counsel at Cision, operates within that space and helps the company navigate change while maintaining consistency.
Matt sums up his approach with a core principle: “One of my mantras has always been quality work in a timely manner,” he shares. “You focus on what is in front of you and make sure you deliver consistently. That is what people rely on.” Such a mindset guides his leadership, especially during acquisitions, ownership changes, or rapid growth. After ten years, his role continues to evolve alongside the business. “I do not need to change jobs because my job changes around me,” he adds. “The company evolves, naturally creating new challenges and opportunities within the role.”
Path to in-house
Matt entered the legal profession in 2007 and started out at a small firm in Maryland. That environment demanded breadth and adaptability. “It was a small firm, and the benefit was that you got to do everything. You were in front of clients, working on transactions, and in the courtroom, often in the same week,” he recalls.
That early exposure shaped how he approached the law. “You really cut your teeth as a generalist. You learn to think on your feet and shift from one issue to another because clients bring you whatever they need help with,” he reflects.
Over time, he focused on business transactions and moved to a larger firm with software clients. He had always wanted to go in-house. The move positioned him to get there. “But I understood you needed experience first, because there is not really an entry-level path into those roles.”
His career led him to Micros, then to a healthcare data company, before joining Cision in 2016. At the time, the legal team was small. “It was just my boss and me. Over time, we built that into a global team, one that grew both organically and through acquisitions,” he remembers.
Managing through change
Cision’s legal team operates across contracts, revenue, and compliance. As leadership and markets change, Matt focuses on execution. “There are things you can control and cannot control. One thing you cannot control is leadership changes or market conditions. But you can control how you respond to the work in front of you,” he points out.
“You have work to do, so you do it. When a contract comes in, you ensure it’s addressed so the deal can close. It keeps the business moving.” Reliable execution builds trust. “You establish credibility by doing the work well, again and again. When leadership changes, they see Legal is under control. That is exactly where you want to be,” he highlights. Matt maintains consistency by organizing the team into clear workstreams and hiring lawyers who can contribute immediately. “We bring in experienced people who take ownership of their areas,” he adds.
Data and decisions
Cision’s business runs on data. AI turns that data into actionable insights. Matt does not treat AI as a novelty. “We have been using AI for a long time. It is how we tag, track, sort, and manage large volumes of information,” he explains. With this process, the company turns raw content into practical results for customers. “You are taking data, breaking it down, and presenting it so customers can act on it. It helps them understand trends and make decisions about their brands.” Human oversight remains crucial. “You need people involved. You must understand what is going on and ensure the output makes sense, because there is always a risk of errors,” he notes.
Data quality matters. “Some sources carry verified reporting from professional journalists; others do not. You must recognize the difference and account for that in how you present information.” Still, seeing the full landscape is important. “Our customers want to understand what is being said about them across all channels. If something is happening on social media and gaining attention, they need that visibility to respond in real time,” he observes.
Leading with trust
Matt builds his team through connection and communication. He meets regularly with his group to stay aligned and build rapport. “Everything flows from personal connection. That is how you build trust. It is what allows the team to work effectively,” he believes.
His leadership style reflects lessons he has learned along the way. “You learn over time what works and what does not. I have worked in environments with little connection. That made it harder to operate, so I focus on being present and accessible,” he notes.
That approach becomes most evident in moments that test a leader, particularly when the message is difficult and may directly impact the team. “The hardest part of the role is when you have to have difficult conversations. Those are not conversations you can delegate, and you must handle them directly.”
Following challenging conversations or decisions, his focus shifts to the broader team. “You must bring the team together and be clear about what happened. People need to understand the situation and the reasons for the decisions. They need to feel they can trust what you are telling them,” Matt observes.
Trust, he adds, builds over time through consistency in behavior and communication. “You can only have those conversations if you have been genuine the whole time. Otherwise, people do not believe you when it matters most,” he points out.
Balancing priorities
In the past year, Matt managed litigation and acquisitions. That required coordination across teams, regions, and stakeholders. His role extends beyond legal advice into active coordination across teams. “You are working with external counsel, internal teams, and leadership to keep everything moving forward,” he says. “You are making sure the right people are involved, and that information gets where it needs to go.”
During litigation, that coordinating role shifts to a more focused approach. Managing impact becomes just as important as managing the issue. “I tried to handle as much as possible within a smaller group so others could stay focused on their work. That way the business continues to operate without distraction,” he shares.
Acquisitions needed a similar approach. “You are bringing together different functions and making sure issues are addressed by the right people. It is about coordination and making sure nothing falls through the cracks,” he says.
The need for coordination is beyond transactions and disputes. It shapes how Cision addresses regulation across markets. Data and privacy requirements keep evolving and often vary across regions like Europe and Asia, or even within US states. Matt applies a consistent framework. “Start with the most restrictive standard and scale from there,” he says. From that baseline, the approach scales across the business, creating consistency without requiring different platform versions for each jurisdiction.
To stay present day to day, Matt maintains clear boundaries between the three distinct spaces in his life. “Your first and second spaces are family and work,” he says. “Then you need that third space that’s just yours.”
For him, that space is hockey. Late-night games break the routine and give him a chance to reset. “There are times I’m heading out the door, and I’ll joke that I might spend some time in the penalty box tonight,” he remarks.
It is a small ritual, but it marks a clean break, so he comes back ready for whatever is next.
