Team size: c.200

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

The main initiative that we have been focusing on as a function over the past 12 months is the integration of the Credit Suisse group into UBS. This started back in June 2023 with the only merger to date of two global systemically important banking groups, representing a significant event in the global financial industry and Swiss economy. Subsequently, our work has encompassed a series of unprecedented challenges across topics such as corporate restructuring, migration of clients, employees and businesses/assets, reduction in non-core and legacy positions and litigation, and regulatory interaction and approvals, all of which has required a high level of commitment and collaboration from our teams.

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

We talk a lot about modern lawyers being trusted advisers; personally I think a good lawyer will go beyond an advisory role to be someone who can truly navigate uncertainty, create (and own) direction and decisions, provide calm and confidence in a crisis, and simplify the complexity that exists in our organisations and external environment. For me this is a strategic partner who is intellectually curious, collaborative, builds strong relationships, willing to take on new challenges and, above all, is at the table for key discussions with stakeholders (as well as having strong legal skills!).

How do you prioritise diversity and inclusion within your legal department, and what initiatives have you implemented to foster a more inclusive work environment?

We are privileged to have some very passionate, committed advocates in the Legal function who are active in promoting various aspects of diversity and creating an inclusive environment as well as equal opportunities for all our staff, not just in the function but also across the broader organisation. We have a DE&I Council that oversees our programme and has more recently focused on areas such as mental health awareness, intergenerational diversity, and building a pipeline of talent in our underprivileged communities, in addition to some of the more “established” diversity pillars. We are particularly proud of a series of Courageous Conversations we have run that create a safe space for our staff to share challenges they have faced in caring for family members, taking shared parental leave, postnatal depression and other important topics.

Based on your experiences in the past year, are there any trends in the legal or business world that you are keeping an eye on, of which you think other in-house lawyers should be mindful?

The significant increase in the use of AI is a trend that we are all focused on as an industry but also an initiative that we have very much prioritised at UBS. Within the Legal function we have already rolled out or are piloting various AI tools that cover everything from legal translation, review of law firm invoices, legal research, drafting and data extraction, and content generation capability through to assessing litigation and reputational risk. We are also supporting this through a significant programme of training, AI champions and regular communication in order to aid user adoption. Whilst these tools may not (yet!) replace the core legal advisory role that we have as lawyers, we are already starting to see time and cost efficiencies, enabling our teams to focus on other aspects of their roles where they can really add value.