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

South Africa’s public sector is heavily influenced by key commissions of inquiry and investigations addressing corruption within the criminal justice system, conflicts of interest, and prosecutorial integrity. These inquiries reveal systemic failures, political interference, and entrenched corruption, while advocating essential reforms in governance and accountability. Over the past year, I have engaged extensively with various authorities investigating complex issues such as alleged fraud, corruption, conflicts of interest, and political interference. We have dedicated significant time and resources to responding to requests for information from agencies such as the Special Investigating Unit, the Public Protector, the Hawks, and the South African Revenue Service regarding our business relationships with clients. This has prompted us to review current policies, placing a strong emphasis on a risk-based approach to screening all existing and prospective clients, particularly focusing on political exposure and involvement. As a result, we have enhanced our policies by adopting a risk-based approach to client screening. This process, along with ongoing due diligence, has extended beyond clients; with the assistance of our Human Capital Unit, we have conducted integrity screenings on all current employees, paying close attention to sanctions and political exposure. The media has scrutinised us as well, leading to numerous queries that could potentially threaten our reputation. Key employees, including myself, have undergone media training to ensure we can handle media interactions effectively without compromising ourselves or the organisation.

Whistleblowing has emerged as one of the most pressing issues in compliance and governance in South Africa’s public sector in 2025. It sits at the intersection of anti-corruption efforts, legal reforms, and the rebuilding of public trust. In our organisation, the Legal and Compliance unit is the custodian of the Whistleblowing Policy and Procedure. We have partnered with an independent external service provider to manage a dedicated 24/7 hotline in 10 official languages. To raise awareness among all stakeholders, we have launched a comprehensive campaign that includes newsletters, training sessions, and increased public visibility of the hotline. This runs in parallel with managing complaints, which come directly to me for assessment and resolution. We generate monthly reports on whistleblowing incidents and general complaints; however, we have committed to providing quarterly reports to the Board through the Audit and Risk Committee. Protecting whistleblowers remains our top priority, and we are continuously exploring innovative methods to enhance their protection.

The organisation has experienced a significant increase in Non-Performing Loans, with more than 50% of existing loans in default. Our policy defines Non-Performing Loans as loans in default that have been referred to legal action. Given the implications for the organisation’s sustainability, we have established a Special Committee to address the issue. Additionally, we have developed a framework for the Facilitation of Asset Disposal to recover funds from funded immovable properties more quickly, rather than waiting for lengthy legal processes.

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

During times of crisis, it is essential to remain composed and serve the voice of reason within the organisation. Implementing a robust Crisis Management Framework is critical. This framework should clearly outline the responsibilities of key stakeholders across legal, compliance, ICT, communications, and executive management. Core actions include conducting an immediate risk assessment and regulatory impact analysis, establishing clear communication protocols, and addressing change-of-law implications. Strict adherence to data protection regulations, such as Protection of Personal Information Act (POPIA) , is vital when sharing data or responding to breaches. A well-structured incident response plan that prioritizes evidence preservation and audit trails is indispensable. Timely engagement with regulators and stakeholders is mandatory, supported by effective communication playbooks for internal and external audiences. As the Deputy Information Officer, I ensure a careful balance between data protection and privacy. Finally, a comprehensive post-crisis review is necessary to update business continuity plans and strengthen governance.

 What strategies do you employ to ensure the successful digital transformation of a legal department while maintaining compliance with your country’s data protection laws?

Beyond risk management, in-house legal counsel can act as strategic advisors, enabling responsible AI adoption while unlocking innovation. My appointment to the ICT Steering Committee in our organisation aligns perfectly with this vision. Recently completing a course in AI: Law, Policy, and Governance has equipped me with the insights needed to help our organization leverage AI smartly and optimise its integration.

Networking with professionals and industry experts across the globe, has revealed how vital legal insight is in aligning AI opportunities with corporate strategy. My focus on AI law will position me as a proactive leader rather than merely a reactive risk-responder. This knowledge will empower me to protect the organisation legally, uphold governance standards, and facilitate responsible innovation. While South Africa currently lacks specific AI legislation, it is crucial to understand that various rights potentially threatened by the absence of AI governance are fundamental human rights. Thus, establishing an effective regulatory framework is imperative. Our organization has already begun using AI to enhance meeting efficiency by taking notes and doing research. Working closely with the ICT department, we are developing a comprehensive AI policy to ensure compliance with data protection laws. This proactive approach will not only safeguard our organization but also foster trust and accountability in our AI initiatives.

Have you had any experiences during your career as a lawyer that stand out as particularly unique or interesting?

Lawyers possess a remarkable ability to adapt and thrive in various environments. Their training equips them with critical thinking skills, enabling them to interpret complex information and solve problems efficiently, even under pressure. Whether transitioning from boardrooms to courtrooms or exploring diverse roles across different industries, they display exceptional flexibility. In my experience, I have set up legal departments, acted as Company Secretary, chaired business committees, managed properties, acted as Risk Executive, and even lectured aspiring lawyers. As a constant master of ceremonies at various functions, I’ve witnessed firsthand the multifaceted talents lawyers bring to the table. I always have speaking slots at social functions, as public speaking comes naturally to me. I also used to be a radio presenter and still enjoy writing in-house newspaper articles. Lawyers are creative and stylish… My mother and brother are fashion designers; I constantly choreograph their fashion shows, training models, choreographing sequences and negotiating contracts with service providers.

I firmly believe that with commitment and dedication, lawyers can master any challenge they choose to pursue.  Their versatility is boundless, and their potential is limitless. If I could do it all over again, I would still be a lawyer.

What is a cause, business or otherwise, that you are passionate about? Why is this?

I have recently completed my MBA! This journey has been transformative, reinforcing my belief that business is essential for us lawyers. As in house lawyers we are strategic partners, and understanding this landscape is crucial to our ability to support and drive success. While there were exhilarating moments of discovery, I also faced late nights, moments of self-doubt, and the challenge of juggling work, study, and life. However, one truth remained clear: growth may be uncomfortable, but it is always worth pursuing. This MBA experience pushed me way beyond my initial expectations, teaching me to think critically beyond legal frameworks and to embrace the broader business picture. I am now equipped to lead with both heart and strategy, making decisions that effectively balance people, purpose, and performance. As an in-house legal professional, I have gained invaluable business knowledge and a renewed sense of confidence about the leader I aspire to be. My goal is to build bridges between law and business, governance and innovation, driving both legal excellence and business results. I am also interested in mentoring others and drawing strength from opening doors for others, following the African proverb that says, I am because we are! I am ready to take on this next chapter with vigour and determination. I see myself as the next CEO!