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

Over the past 12 months, I’ve been involved in several high-impact projects. Firstly, I supported Smartcat’s Series C investment round, working closely with US legal counsels. My role included reviewing investment documents, aligning internal governance, and ensuring cross-border compliance.

Secondly, I took a leading role in a cross-jurisdictional corporate restructuring, which involved simplifying our international entity structure to support future growth and improve operational efficiency.

Finally, I led the implementation of a new AI-driven Contract Lifecycle Management (CLM) system. This project aimed to automate and streamline contract workflows, reduce manual errors, and accelerate turnaround times. We also implemented a centralised AI-powered contract repository to improve searchability and data extraction, significantly enhancing our legal operations and contract visibility across the company.

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?

We are currently living in an era of significant uncertainty, from geopolitical instability to the rapidly evolving and somewhat unpredictable future of AI. In this context, my approach to managing legal aspects during crises focuses on risk prioritisation, clear internal communication, and alignment with core business goals. Rather than attempting to control every variable, I work closely with leadership to identify the most critical legal risks that could materially affect operations or reputation, and ensure we have practical, scalable mitigation strategies in place.

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

I believe the most important attribute for a modern in-house counsel is agility — particularly in fast-paced industries like tech. Legal teams must keep up with rapid innovation while ensuring the business stays compliant and protected. Lawyers who are too rigid or overly theoretical risk becoming blockers rather than enablers. It’s essential to stay open to emerging technologies and new ways of doing business, while still applying sound legal judgment and managing risk effectively.

A close second is integrity. An in-house lawyer is a long-term advisor, not just someone who gives “yes or no” answers. It’s critical to build trust with internal stakeholders by focusing on sustainable outcomes in favor of long-term performance and compliance.