What are the most significant cases, projects, or transactions that you and your legal team have recently been involved in?

As part of Vale’s decarbonization goals, we are developing ‘Mega Hub’ projects in the Middle East. This will involve multiple iron ore concentration and briquetting plants, to feed client facilities. These projects will assist with reducing the various scope emissions across the iron ore mining and steel production chain. The projects involve many topics including corporate structuring, sales, project construction and development of infrastructure.

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

We need to focus on and prioritise what really matters to the business, and to develop solutions and opportunities that are aligned with the key objectives of the company. Advice that has no real-world application is not much help. We put in considerable effort to partner with the various teams in our business. It is important also maintain a ‘cool head’ in times of a crisis – weigh up various competing issues and demands, and do not panic or make ill-informed or rushed decisions.

General counsel often speak of the need to be strategic to reach the pinnacle of the profession. What does being strategic mean to you?

You need to understand the business and priorities, and think about how we can support it to achieve the plans and strategies of the company. You can’t just be a service provider. Have input into and to influence decisions and outcomes, and be able to explain why you have a particular view. You also need to spot the issue and recognize when you need extra support – at senior levels, it is often the case of knowing a little bit about a lot of things. Time management is also important, when there are competing demands from many people, and don’t forget about the less glamorous aspects of in-house life. Companies often require various reports and metrics – they are not as much fun, but you need to stay on top of them.

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

Invest time in speaking to people, understand their concerns and priorities, and listen. It is also important to be honest and build trust, to have an opinion and don’t just ‘green light’ or ‘handbrake’ everything. Look for solutions and opportunities. Related to this, it is important to understand the business – the technical or non-legal part of the business. To provide good advice, you need to understand the business. For those managing a team, you need to remember that your success depends on them. Support them, develop them and provide them opportunities to grow and enjoy their work.