Team size: 56

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?

As Head of Legal at the National Bank of Kuwait S.A.K.P., managing legal risks during periods of instability or crisis- whether internal such as operational disruption or external such as pandemics; this requires a proactive business aligned approach that emphasises risk mitigation.

Our approach begins with scenario planning and crisis preparedness. This mainly involves identifying potential vulnerabilities in our contracts and operational frameworks that may be impacted under stress. Noting that, we work closely with business units to ensure our contractual terms provide the necessary protection (e.g., force majeure, termination rights, liability caps) and clauses that allow for quick, legally sound decision-making during disruption.

During any crisis—whether it’s a regulatory shift, an economic disruption, cybersecurity event, or reputational issue, the first priority is to establish legal clarity. I ensure my team rapidly identifies the legal exposure, understands the contractual and regulatory obligations involved, and provides practical guidance that protects the bank while still supporting operational decision-making.

We begin by assessing the legal risks versus business priorities, which allows us to determine what is material and what needs immediate action. For example, in the case of supply chain disruptions or vendor issues, we review key contract terms such as force majeure, termination rights, and service level obligations to help the business manage exposure or renegotiate terms where needed. At the same time, we keep the tone solution-oriented, knowing that commercial relationships may need to be preserved even in crisis.

Internally, I make sure the legal team is closely integrated with key department risk, compliance, IT, procurement, and business lines—so we have early visibility into emerging issues. This allows us to advise in real time, not after the fact. We also maintain clear communication channels with senior leadership so they can make informed decisions quickly, based on both legal reality and commercial context.

Once the immediate threat has been managed, we work with internal teams to update contract templates, improve business continuity clauses, re-assess vendor frameworks, and develop playbooks so the organisation is better prepared in the future.

From a leadership standpoint, I make sure my team stays calm, clear, and focused. We support each other, share workloads, and ensure consistency in advice.

In summary, legal strategy during a crisis is about much more than managing risk—it’s about enabling the business to recover and grow stronger. Through proactive involvement, cross-functional collaboration, and practical legal advice, my team ensures the bank not only responds effectively to challenges but is well-positioned for what comes next.

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?

We handle most legal matters internally to maintain control and ensure alignment with our business objectives (Contracts, legal litigation before courts, legal consultation, execution of judgments- arbitration issues). However, when external legal services are required, we evaluate their performance based on the quality and practicality of their advice, responsiveness, understanding of our business, cost efficiency, clear communication, and the results they deliver. These criteria help us ensure that external counsel effectively supports our goals and provides value.