Team size: 4

Jurisdictions your role covers: Kuwait, UAE-DIFC, Oman, France, Cayman Islands

Deciding between external counsel and in-house resources:

The decision to retain external counsel versus managing matters in-house is guided by a careful balance of specialisation, efficiency, and cost-benefit analysis. Day-to-day regulatory filings, compliance monitoring, and commercial contracts are best handled internally, where agility and intimate knowledge of the business context drive efficiency. External counsel is engaged where highly specialised expertise is required, such as, but not limited to, complex cross-border structuring, high-stakes litigation, or regulatory engagement in foreign jurisdictions.

When evaluating external advisors, I prioritise three criteria: the depth and practicality of their technical expertise; their responsiveness and ability to contextualise advice within our business realities; and overall cost efficiency relative to the value delivered. However, despite the cost efficiency, it is never a parameter that makes me steer away from quality advice just to save a buck. In my humble view, external advisors are not substitutes but are strategic partners who can extend the reach and sophistication of the in-house function.

Contribution of the legal team to business strategy:

The legal function in my organisation is not a reactive service but a key driver of strategic value. A recent example is the development of an innovative ownership and governance framework that empowers each shareholder branch to establish tailored trusts while consolidating oversight within a foundation structure. This initiative directly supports succession planning, ensures tax transparency, and aligns governance with long-term strategic goals.

The impact of this work has been profound, as it managed to reduce the risk of future disputes, create a platform for more orderly capital deployment, and strengthen the company’s credibility with global financial institutions. In this way, the legal team plays a central role in shaping the future of the business protecting assets, unlocking and enabling opportunities, and building confidence with stakeholders both locally and internationally.

In conclusion, I believe that across all these areas, my guiding principle has been that legal advice must not only mitigate risk but also unlock and enable opportunities. By embedding legal strategy within governance and business planning, I genuinely believe that it would position the legal function as a cornerstone of resilience and a catalyst for long-term value creation.