Team Size: 5

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 the organisation’s resilience?

In periods of instability or crisis, my approach to managing legal aspects is grounded in proactive risk assessment, clear communication, and strategic alignment with the business. I begin by identifying and prioritising legal risks that could impact operations, reputation, or compliance. This involves close collaboration with cross-functional teams to ensure legal considerations are integrated into the broader crisis response.

I also emphasise scenario planning and contingency frameworks, so the legal team is prepared to prevent or advice decisively. Whether it’s navigating regulatory changes, contractual disruptions, general issues or reputational threats, we aim to be both agile and principled.

Crucially, my legal strategy is not siloed – t’s designed to support the organisation throughout clear and strategic goals/KPIs. That means aligning legal decisions with business priorities, enabling informed risk-taking, and ensuring that governance structures remain robust even under pressure. By embedding legal insight into strategic planning, we help the organisation not only weather the storm but emerge stronger and more adaptive.

What emerging technologies do you see as having the most significant impact on the legal profession in the near future, and how do you stay updated on these developments?

Emerging technologies such as artificial intelligence, blockchain, and advanced data analytics are already reshaping the legal profession – nd their impact will only intensify soon. AI-powered tools are streamlining contract review, legal research, and even predictive litigation analysis, allowing legal teams to operate with greater speed and precision. Blockchain is transforming areas like intellectual property, digital identity, and smart contracts, offering new models for trust and verification. Meanwhile, data analytics is enabling more informed decision-making, especially in compliance, risk management, and dispute resolution.

To stay updated, I combine several strategies: I actively participate in legal tech forums and industry conferences, subscribe to specialised publications, and maintain close relationships with legal innovation hubs and academic institutions. I also encourage my team to engage in continuous learning and pilot emerging tools within controlled environments. Staying ahead of these developments isn’t just about technology – t’s about cultivating a mindset of adaptability and strategic foresight.

Likewise, in Unilever we have an innovative legal approach in order to enface these developments throughout 3 pillars: (i) Expertise Legal Teams (i.e. IP, Competition, Data Privacy, Litigation, M&A, Corporate & Transactions, (ii) Core Legal throughout Business Groups and Business Units (BG/BUs) and (iii) Legal Powerhouses.