Team size: 5

What are the key projects that you have been involved in over the past twelve months?

Over the past twelve months, we have worked on multiple investment projects, the majority of which ultimately did not progress to completion. Nevertheless, one significant, multi-jurisdictional acquisition opportunity remains active and continues to be a key strategic focus.

Several years into the general counsel role, I have also led and completed a number of internal restructuring projects aimed at streamlining our holding structures to achieve both cost and operational efficiencies. These initiatives were driven by changes in the business set-up as well as evolving legal and tax frameworks, and it has been particularly rewarding to see them successfully implemented.

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

A thorough understanding of the firm’s business model, revenue drivers, and risk appetite is essential. The in-house team is not engaged merely to recite legal provisions or produce lengthy memoranda cataloguing risks; rather, it is expected to actively participate in decision-making by evaluating those risks and aligning legal advice with the company’s strategic objectives. A strong in-house counsel knows when to escalate an issue (and is able to challenge stakeholders when necessary), and when it is appropriate to pragmatically accept risk in support of the business.

At the same time, a modern general counsel must remain vigilant to an evolving regulatory, business and technological landscape. Continuous learning and an openness to change are critical, particularly as technology (including AI tools and automation of legal processes) increasingly shapes how legal teams operate.

Further, a general counsel and the team led by him/her should not be an isolated island in an organisation – it should remain a space actively collaborating with other teams such as management, finance and operations. In moments of pressure – irrespective of whether coming from external sources (investigations, disputes, regulatory scrutiny) or internally (deadlines set by the management, cost-efficiency requirements), the general counsel should provide calm and clear direction, becoming a stabilising force for the leadership.

AI is increasingly being integrated into legal teams to maximise efficiency. How can in-house counsel ensure the successful incorporation of these tools without compromising the human element?

First, approach the AI tools with an open mind – they are there to help manage the increasing workload of the in-house counsels and not replace the human element. AI should free lawyers from repetitive tasks so they can focus more on strategic advisory, stakeholder engagement and value creation for the business.

Second – the tasks where the AI tools are to be helpful need to be selected following proper consideration and with careful indication of the elements that can actually be automated. As in-house counsels we are also exposed to the use of AI tools by others, and we can also see how the inappropriate use of automation can create frustration and slow down processes. It is of utmost importance to ensure the escalation is built into the process at any point when automation can fail and a human element is required to make a proper assessment. This should not be considered as failure, rather as a sign of the understanding of the AI limitations (still there).