What are the key projects that you have been involved in over the past 12 months?

I have been supporting the substantial build out and regulatory approval of Vanguard’s fixed income mutual fund and ETF product offering in Europe, as well as strategic fee reductions within Vanguard Europe’s fixed income ETF offering, returning value back to investors.

I have been a key industry participant in industry discussions and engagement with the Central Bank of Ireland in respect of portfolio transparency requirements for ETFs and engaging on a firm and industry level with the Department of Finance in respect of its Fund Sector 2030 Review.

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?

Periods of external instability, volatility and crises are accepted norms in the financial services sector – with each occasion coming with its own learnings. Approaches for response and management of related legal and regulatory risk can vary but being able to consistently take a step back and anchor to your organisational and departmental core purpose and mission helps cut through the noise. It enables the ability to focus the minds on: what are we trying to achieve as an organisation; what has occurred at this present moment that has potential implications for our offering and our clients; and what do we need to do to manage the event and mitigate potential risks, including any internal playbooks or processes in respect of such events that can be leveraged. Regard also needs to be had to staff and their understanding of ongoing events and planned action or responses – once again minimising noise.

Open communication across functions and collaboration with key internal clients in development of respective yearly objectives, including new business activities, helps organisational alignment between business goals and support functions such as Legal. Transparency on top risks, both within a department and the broader organisation also ensures preparedness, therefore minimising surprises.

What do you think are the most important attributes for a modern in-house counsel to possess?

Be comfortable managing uncertainty and adapt quickly to change. Think broadly and don’t become siloed in your views. Organisations are complex and ever changing. A mindset of thinking about broader business impact on decision making and risks ensures more complete Legal advice. Work on your emotional intelligence and ability to build relationships. Earning the trust of your key partners and internal clients goes a long way to ensuring your voice is heard. Becoming a persuasive figure in an organisation is not just about technical knowledge, but also how you conduct yourself on a day-to-day basis in interactions with others. Don’t become complacent, be in terms of your abilities, your existing knowledge, risks or use and role of technology.