Team size: 5

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

I led the legal work that enabled Volt to commercialise its UK EMI and EU Payment Institution licences, accelerating the launch of our Volt Accounts product across both regions contemporaneously. Working with my team and external counsel, I coordinated cross-border regulatory advice and designed a compliant legal framework to support a scalable, market-ready solution. I developed customer terms which are self-serve for the sales team, and auto generated within our CLM system, reducing legal friction and empowering the sales team to onboard clients at pace, significantly increasing speed to revenue.

With the support of my team, I also played a key role in the launch of Volt’s one-click PayTo solution in Australia, the first of its kind in the market. We collaborated with the product team to ensure compliance, and with external counsel to release customer terms in a similar style to our EU and UK terms. This enabled a smooth, timely release and reinforced Volt’s position as a first-mover.

Most recently, I have been leading the legal strategy for the conception and development of VX2, Volt’s innovative stablecoin payment solution, a key step in our expansion into digital assets and next-generation payments.

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

Commercial acumen, integrity and tech-fluency.

In today’s world, in-house counsel are expected to be more than lawyers: we are looked to for critical thinking and shaping business strategy in high-stakes situations. We must assess legal risk, not in isolation, but in context with the organisation’s broader goals, and we must be comfortable making risk-based decisions with imperfect information.

We must also be courageous in giving our advice. When business ambitions challenge ethics or core values, legal counsel must maintain their integrity and act as guardians of those principles. Building strong relationships ensures we are present when key decisions are made and allows us to influence outcomes. We must be willing to uphold our own standards and those set for the business in the Board’s risk appetite under pressure, even if it means directly opposing the business or stepping away.

Lastly, it’s important to understand and utilise the latest developments in legal tech to enable your team to work effectively and scale efficiently. Understanding the tools used across the business also helps us better identify and mitigate legal and compliance risks, allowing us to take a more proactive approach.