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

One experience that stands out most in my career is realising how important it is to be an active part of the team rather than someone who operates behind the scenes. Early on, I learned that the greatest value a lawyer can bring is not just legal analysis, but true collaboration: being present, engaged, and aligned with the broader business goals.

A particularly formative experience was working closely with an experienced sales manager during complex negotiations. From them, I learned that preparation is absolutely essential: understanding not only the legal framework, but also the commercial context, the priorities of the other side, and the possible scenarios before entering the room. That level of preparation often determines the outcome more than the negotiation itself.

These experiences shaped my approach as a lawyer into that of a problem solver rather than a “red-flag” person. Instead of focusing solely on what cannot be done, I aim to find solutions that manage risk while still enabling progress. I find this approach both more effective and more rewarding, as it builds trust and delivers real value to the team and the client.

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

I believe a modern in-house counsel must first and foremost be a strong business partner. That means being integrated into the team (being part of the team not the “advisor”), understanding commercial objectives, and contributing to decisions rather than simply identifying legal risks.

Preparation and clarity are also critical attributes. Whether in negotiations or internal advisory work, a lawyer needs to be thoroughly prepared and able to translate complex legal issues into clear, practical guidance that non-legal stakeholders can act on.

Another key attribute is a problem-solving mindset. A modern in-house counsel should focus on enabling the business by finding workable solutions, not just raising red flags. This includes balancing risk with opportunity and offering alternatives that move matters forward.

Finally, strong communication and relationship-management skills are essential: both internally and with external counsel. Setting clear expectations, measuring quality of legal services, and educating the business through targeted training all help ensure that legal support delivers real value.