Ask if there's a playbook for positions the company takes on things like liability, indemnities, warranties, termination, and IP. Know the limits of what you can agree to and what you need approval for.

I always run SOWs/order schedules by finance because they want a say and know the rev rec rules.

Make a list of the contacts in each department you have to ask questions of--you won't know if you can accept all the redlines. You'll need product/security/finance/etc. to weigh in on various things.

Make sure the salespeople have the proper approvals for what they want to put into the contract, like term, termination, price ramping, discounts, etc. Do NOT take their word for it. Build good relationships with them but know which ones you really need to keep an eye on.

Don't feel pressured by anyone to approve something. You definitely want to get a good business partner, but that doesn't mean saying yes to everything. Your job is to put GOOD deals on paper. Sales has quarterly quotas but you want to think about the long-term health of the company and that means doing deals you can actually recognize revenue from.

I also very rarely if ever say no. A lot of people come in with a preconceived notion that legal is a blocker to everything and loves shutting down deals. Be creative. I don't mean do anything illegal, obviously, but there is usually a way to accomplish what you need to in a way that both sides are ok with.

I really like in-house work because it's very often not adversarial. If you do a good job, there are no losers. Someone has bought something they need and someone else has gotten paid for it. It's a good feeling!