How do you approach managing legal aspects during periods of instability or crisis to ensure the organisation’s resilience?

During times of instability or crisis, I prioritise working with the management team to stabilize the organisation by identifying key legal risks and ensuring that there are guidelines and frameworks in place that ensure the company remains compliant with critical legal obligations while maintaining the flexibility needed to adapt to rapidly changing circumstances.

I also make it a priority to ensure that there is transparent and practical communication within the organisation. I translate legal risks into business terms so leadership can weigh options confidently, and I collaborate closely with other teams to embed legal considerations into crisis response and communication plans. This approach balances immediate risk management with long-term strategy, ensuring resilience and protecting the company’s reputation.

General counsel often speak of the need to be strategic to reach the pinnacle of the profession. How are you strategic?

As General Counsel, being strategic means aligning legal advice with the company’s long-term goals and positioning Legal as a trusted partner and enabler. I make it a priority to understand the business, competitive landscape, and revenue drivers so that I can anticipate risks early, provide solutions and guardrails that empower teams to move quickly while remaining compliant. I also make it a point to translate complex issues into clear business terms to ensure that my guidance is always relevant to the business.

At the same time, I focus on embedding legal and compliance considerations into company culture and policies. By framing legal risks in terms of costs, opportunities, and impact, I ensure leadership sees Legal as a trusted strategic advisor. This early integration of Legal into product, partnerships, and market decisions not only mitigates risk but also helps the company move forward with confidence.

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

A modern in-house counsel must combine strong business acumen with adaptability, resilience, and a proactive approach to risk management. Business acumen ensures legal advice is not only technically sound but also practical and aligned with the company’s strategy, while adaptability and resilience enable counsel to navigate challenges in an increasingly volatile, challenging and uncertain environment with agility.

Equally important are communication and collaboration skills — the ability to translate complex legal risks into clear, concise business terms and partner effectively across the organisation. These attributes position counsel as a trusted advisor and strategic business partner, enabling the business rather than blocking it.

Based on your experiences in the past year, are there any trends in the legal or business world that you are keeping an eye on that you think other in-house lawyers should be mindful of?

One key trend I am closely watching is the rapid adoption and use of artificial intelligence (AI) and the evolution of regulatory frameworks around data privacy, and AI. This includes regulations around how businesses collect, use, and secure data, and the ethical and transparent use of AI. For in-house counsel, this means staying informed of compliance requirements and building internal governance frameworks that balance innovation with accountability. Being proactive in this area will ensure that potential risks are mitigated and enable a company to position itself as a trusted player with regulators, partners, and customers.