How do you approach managing legal aspects during periods of instability or crises, and how does your legal strategy align with the broader business strategy to ensure organisational resilience?

In times of crisis, my approach is grounded in proactivity, adaptability, and communication. The legal function often plays a stabilising role, so staying calm and focused is critical.

Preparation is key. For example, in the event of a disruption or crisis, if legal function has already identified high-risk factors and made relevant preparations, this allowed the company to quickly assess the options at hand and keep operations running.

At the same time, adaptability is essential. When unexpected changes hit a market segment, the legal function needs to quickly implement new measures with minimal disruptions.

Finally, clear communication—internally and externally—is non-negotiable. People rely on the legal team for steady leadership, and I ensure we provide clarity and solutions that align with business priorities. Crises are tests of resilience, and with the right mindset, legal can help the organisation emerge stronger.

What is one leadership principle or practice that has had the greatest impact on your career as a GC?

For me, the most important leadership principle is empowering others to make informed decisions. Legal does not operate in isolation, and the legal function’s success depends on how well we can collaborate with the business and help people make decisions confidently, even in complex or high-stakes situations.

Legal advice must be practical and aligned with business goals. Business teams want clear, actionable guidance that balances risk with opportunity. This belief has shaped how I lead the legal function and interact with colleagues across the organisation.

By empowering others—whether it is the executive leadership or business stakeholders—I have found that we can navigate challenges more effectively and make better decisions together.