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

Over the past year, the PwC Office of General Counsel, i.e. the PwC in-house legal team (“OGC”), has played a pivotal role in supporting and enabling PwC’s new strategy, “So You Can,” which is focused on uniting expertise and technology to help our clients outthink, outpace, and outperform in a rapidly evolving business landscape. The legal team has focused on a number of specific projects to support the wider firm, including enabling new service offerings. A significant area of focus for OGC has been supporting the Firm’s expansion into technology-driven service offerings, particularly in AI, managed services, and complex multi-party engagements with a strong technological component. OGC has worked closely with the client-facing business to ensure that legal frameworks and risk management strategies are in place to facilitate growth in these areas. This has involved developing new guidance, templates, and contractual structures that support innovation while maintaining robust legal and regulatory compliance.

The OGC must also respond to legislative change. The past twelve months have seen the introduction of several significant pieces of legislation impacting our business, most notably the EU AI Act, the Digital Operational Resilience Act (DORA), and the NIS 2 Directive. OGC has been front and centre in the firm’s response to these changes, undertaking significant upskilling and knowledge-building to ensure we are fully prepared to advise our client-facing colleagues. This has required a coordinated approach to interpret new legal requirements, update internal policies, and provide guidance to key stakeholders across the firm.

A key objective for OGC this year has been to drive the digitisation and automation of our own legal processes. We have embedded AI tools into our daily operations, particularly for contract review and other routine legal tasks, which has significantly increased our efficiency. Additionally, we have implemented a digital solution for tracking and monitoring the status of ongoing work and projects. This transformation has not only streamlined our workflows, but also enhanced our ability to report on key contract trends and project statuses to our leadership team — providing greater transparency, strategic insight, and demonstrating the real value of OGC within the Firm.

Through these projects, the legal team has demonstrated its commitment to enabling business growth, staying ahead of regulatory developments, and continuously improving our own operations to better support the Firm’s strategic objectives.

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 instability or crisis require a proactive, agile, and deeply embedded legal function. At PwC, we have faced a range of unprecedented challenges in recent years, from navigating the legal complexities of the COVID-19 pandemic — including its impact on our business operations and our people — to managing the implications of our ongoing technological transformation, particularly in the area of artificial intelligence.

Our approach is rooted in the principle of enabling the business while safeguarding its interests. As General Counsel and a member of the firm’s senior leadership team, I ensure that OGC is not only closely aligned with the Firm’s broader business strategy but also has a direct influence on shaping that strategy. This integration allows us to anticipate emerging risks, contribute to the development of the firm’s vision and purpose, and embed resilience into both legal and business practices.

To help the firm ensure organisational resilience, we maintain a forward-looking perspective, constantly monitoring the evolving risk landscape and staying ahead of potential issues. This means being prepared to provide timely, practical advice and support, especially during periods of rapid change or uncertainty. For example, in response to the accelerated adoption of AI and technology-driven solutions, as well as the growing demand for managed services, our team has taken the lead in developing guidance, templates, and internal policies that both enable innovation and ensure compliance with legal and regulatory requirements.

By embedding ourselves within the business and maintaining a seat at the leadership table, OGC is able to respond quickly and effectively to crises, ensuring that legal considerations are fully integrated into decision-making processes. This approach not only helps the Firm navigate immediate challenges but also strengthens our long-term resilience and ability to adapt to future disruptions.

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

In the fast-paced and complex PwC business environment, the following attributes are particularly crucial for in-house counsel: proactive risk management. In-house counsel must play an active role in high-risk matters from the outset. This means not only identifying potential legal and regulatory risks early, but also collaborating closely with business leaders to shape strategies that mitigate those risks before they escalate. Ensure that you have a voice — or a representative — at the decision-making table; this will ensure that legal considerations are integrated into the company’s core operations and long-term planning. It is also important to recognise that risk can rarely be eliminated entirely; often, the most practical outcome is to reduce risk to an acceptable level. Becoming comfortable with this reality and helping the business understand and manage residual risk is a key attribute of effective in-house counsel.

Agility and flexibility are key. The environment in which we operate is in a constant state of change, presenting new and often unforeseen challenges. A modern in-house legal team must be able to pivot quickly and upskill at pace to respond effectively to emerging issues. This requires fostering a culture of trust, flexibility, and open communication within the team, so that resources can be agile and adjust their style and approach to manage risks as they arise.

Beyond technical legal skills, a successful in-house team must act as a strategic partner to the business. This involves becoming truly embedded in the organisation, gaining a deep understanding of its strategy, objectives, industry landscape, and risk appetite. Only with this level of integration can the legal team provide pragmatic, solutions-oriented advice that not only supports and enables business growth, but also protects the Firm’s interests and promotes a balanced, risk-sensitive approach to decision-making.

How can general counsel foster a corporate culture that supports ESG principles and compliance across all levels of the organisation?

As General Counsel and a member of the firm’s leadership team, I play a key role in fostering a corporate culture that embraces ESG principles and ensures compliance at every level of the organisation. At PwC, sustainability is embedded in our business strategy, and we are committed to leading by example in building a sustainable future. This commitment is reflected in our goal to achieve net zero emissions by 2030 and in our broader efforts to integrate ESG considerations into all aspects of our operations.

Within OGC, I ensure that our legal function actively supports the firm’s ESG objectives. This includes advising on the incorporation of ESG factors into our business processes, guiding the way we deliver services to clients, and helping to shape responsible business practices. Additionally, we work closely with client teams to develop and implement robust frameworks that enable both PwC and our clients to advance their ESG strategies effectively.

By championing ESG values and compliance, I aim to ensure that these principles are not only reflected in our policies and procedures but are also woven into the fabric of our organisational culture — driving responsible growth and long-term value for all stakeholders.