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

Some of the most significant transactions I’ve been a part of in the last 12 months have come through the growth of Duality Healthcare, which I co-founded in 2023. We have just completed a £4.5m Series A investment round, which I understand was one of the largest private placements in Northern Ireland to date this year. In addition to that, a significant achievement of note includes putting in place strategic partnership agreements with market leaders in healthcare in Kingsbridge Healthcare Group, Spectrum.life and Randox to offer patients across Northern Ireland fast, affordable access to critical health and mental health services in a time when the NHS is under significant pressures.

Have you had any experiences during your career as a lawyer that stand out as particularly unique or interesting?

From a personal standpoint, being qualified in New York, England and Wales and Rep of Ireland, I’ve been fortunate to have experience a lot of interesting work across those jurisdictions in my career to date. But, I think my first in-house role as General Counsel of Amryt Pharma Plc was certainly the most interesting as it went from start-up to a $1.5bn sale in just eight years. The pace at which the company grew and the significant transactions globally that we undertook were certainly the most interesting, challenging but rewarding aspects of my legal career up to that point.

On a personal note, deals, acquisitions, fund raises etc. aside, during my time at Amryt, having been involved in a small part becoming the first company globally to approve a treatment for Epidermolysis Bullosa or EB is certainly one of the most interesting, unique and personally satisfying things I will have ever done. The treatment of partial thickness wounds associated with dystrophic and junctional EB, which is a rare and distressing genetic skin disorder affecting young children and adults, previously had no approved treatment in any market. Being able to see a product getting approved and knowing it will make a difference to people suffering from such a distressing condition is something that I will always be grateful for having been involved in.

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

A modern in-house counsel plays a far more strategic and integrated role in a company than in the past. Legal expertise is still the foundation, but it’s no longer sufficient on its own. In today’s dynamic business environment, the role of in-house counsel has evolved significantly beyond traditional legal advisory functions. Once seen primarily as risk-averse gatekeepers, modern in-house lawyers should be strategic business partners, trusted advisors, and organisational leaders.

Business acumen is essential. A deep understanding of the company’s operations, revenue model, market position, and strategic objectives enables in-house counsel to align legal advice with business goals. Strategic thinking is also critical for an in-house counsel and to have the capacity to identify emerging risks and opportunities, and a willingness to contribute meaningfully to corporate strategy.

Risk management – harnessing the ability to assess and mitigate risks in a way that balances legal compliance with business flexibility with the ability to weigh up legal concerns against commercial priorities and help the organisation navigate uncertainty with confidence.

Communication skills are vital. Legal concepts are often complex, but their implications must be understood by non-legal stakeholders across the organisation. The ability to translate legal advice into clear, actionable guidance — free from jargon — is a hallmark of effective in-house counsel. Equally crucial with communication is the ability to collaborate across functions. The in-house lawyer is no longer isolated in a legal silo but must work closely with finance, human resources, compliance, product development, and other teams. Building productive, cross-functional relationships allows legal departments to embed themselves in the fabric of the organisation and deliver timely, business-aligned advice.

Upholding ethical leadership within the organisation, promoting a culture of accountability and contributing to the company’s long-term reputation and sustainability.

Finally, cost-consciousness. In-house teams must prioritise resources, control external counsel costs, and explore alternative service delivery models. A strategic approach to budgeting and resourcing ensures that the legal function delivers high impact while remaining fiscally responsible.

What is a cause, business or otherwise, that you are passionate about?

I am passionate about using my legal and business skills in a charitable and advisory capacity as much as possible. I sit as a Board member of the Northern Ireland Rare Disease Partnership and an advisory board member on the Board of ‘Go Rare’ as well as a fantastic organisation called MCG Consulting – a professional training and Mentoring, Social Mobility & Addiction Awareness. Being able to assist these organisations and to see them doing some good in the community is hugely rewarding to me on a personal level. I think giving back to society is something everyone should consider doing, especially individuals with niche or specific skills and experience, from which these types of organisations get huge value, and which only requires the individual to set aside some free time to meaningfully contribute.