Team size: 4

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

In my view, and I believe this has become a widely accepted perspective within the legal community, though it remains highly relevant, a modern in-house counsel must combine legal excellence with strategic acumen. Technical legal skills are still essential, but no longer sufficient on their own.

Today’s in-house counsel must act as trusted advisors, capable of translating complex legal and regulatory frameworks into clear, pragmatic solutions that enable the business to grow responsibly. In this sense, the in-house counsel increasingly assumes the role of both risk assessor and risk manager, ensuring that leadership and the C-suite can make fully informed decisions.

Equally important is adaptability. Regulations, technologies, and market expectations evolve rapidly, particularly in sectors such as gambling. An effective counsel must therefore anticipate changes, identify risks, and seize opportunities to create value rather than merely prevent liability.

Strong stakeholder management is another critical attribute. In-house counsel operate at the intersection of management, regulators, and external partners. The ability to build trust, communicate effectively across disciplines, and balance competing interests is indispensable.

Finally, integrity and resilience form the cornerstone of the role. The modern in-house lawyer is not merely a technical expert, but also a guardian of corporate reputation and societal trust. Upholding the highest ethical standards while delivering innovative, compliant solutions is what truly defines excellence in today’s environment.

How do you prioritise diversity and inclusion within your legal department, and what initiatives have you implemented to foster a more inclusive work environment?

For me, diversity and inclusion are not separate ‘initiatives’ but fundamental to building a legal function that is resilient, creative, and trusted. In a regulated and highly scrutinised industry such as gambling, we need perspectives that challenge assumptions and reflect the diversity of our players, regulators, and society at large.

I prioritise diversity and inclusion in three ways. First, in recruitment and development, by focusing on potential as much as on traditional career paths and actively supporting mentorship opportunities for younger colleagues who may not see themselves represented in senior legal roles.

Second, by cultivating a culture of voice and respect, fostering an environment where every team member feels safe to speak up and contribute. In meetings, I make it a priority to hear all perspectives and to reward collaborative problem-solving, not just the ‘loudest’ voice. Third, by encouraging cross-functional visibility, prompting my team to engage with other departments and external stakeholders, which broadens horizons and reinforces the value of inclusivity beyond the legal function.

Ultimately, diversity and inclusion are about ensuring that every colleague feels valued, has opportunities to grow, and sees the legal team as a model of fairness and openness within the wider organisation.