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

We have been involved in the collection and restructuring of customer debt across complex jurisdictions, as well as supporting the rollout of new business initiatives and products within the region.

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

My approach focuses on anticipating potential risks and working proactively with relevant stakeholders to mitigate them. It is essential to ensure that legal strategies remain closely aligned with broader business objectives, particularly during periods of uncertainty.

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

Being strategic, in my view, means having a deep understanding of the company’s business strategy and the broader commercial environment in which it operates. This involves not only being aware of industry trends and market dynamics but also proactively managing legal and regulatory challenges in a way that supports and advances business objectives.

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

In my view, strong business acumen, adaptability to navigate the rapidly evolving legal and regulatory environment, and excellent communication skills to clearly convey complex legal concepts in a simple but effective way to internal stakeholders.