Team size: 7

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?

During times of instability or crisis, my priority is to ensure that legal is the first point of contact for strategic and operational decisions. I work closely with all departments to position legal not as a blocker, but as an enabler of sound, risk-conscious decision-making. I ensure the board is always informed and engaged, attending board meetings regularly and providing real-time legal input on emerging risks, regulatory shifts, and liability exposure.

I also work to bridge the gap between legal and commercial teams, helping business leaders understand that not all legal issues are red flags, but rather opportunities to refine or redirect strategy. This proactive alignment allows the organisation to stay legally secure while moving forward commercially — ensuring resilience, compliance, and continuity even in uncertain times.

What factors influence your team’s decision to use external legal services versus handling matters in-house, and what criteria are used to evaluate their performance?

Our decision to engage external legal counsel is driven primarily by the complexity, value, and scale of the transaction or dispute, as well as the internal resources required—both in terms of expertise and the number of personnel involved across the legal and business functions.

Whether a matter is handled in-house or outsourced, I remain closely involved in all strategic and legal aspects, ensuring alignment with internal goals and risk appetite. When we do work with external counsel, we evaluate performance based on responsiveness, commercial awareness, technical precision, and their ability to integrate seamlessly with our internal team. Clear communication and efficiency are non-negotiable standards.

How does your team contribute to the overall business strategy of the company? Can you share an example of a recent legal-led initiative that had a significant impact?

As the CEO’s first point of contact on legal matters, I work closely with leadership to align legal advice with the company’s broader business objectives. I operate with a legal-first perspective, while actively engaging my team for their input — I always consult with them before formulating and relaying our legal recommendations to the board. This collaborative model allows us to balance risk management with commercial agility.

We adopt tailored legal strategies depending on the context, but a constant theme is minimising litigation exposure through preventive legal structuring and negotiated settlements wherever possible.