<strong>Team size: </strong> 5 (including my role) 

<strong>What are the most significant cases and/or transactions that your legal team has recently been involved in? </strong> 

Over the past year, myself and the team have been involved in a number of significant and complex matters reflecting both the evolving regulatory landscape and key strategic developments within a business which is progressing a multi-year turnaround strategy.  

Alongside key litigation, the legal team has played a central role in supporting the business through a period of significant change as the Group progresses its turnaround strategy. This has included advising on the company’s rebrand to Debenhams Group, supporting a major refinancing, and an equity raise. The business is fast paced, and these work streams required close collaboration with finance, communications and executive leadership teams, and involved managing a range of legal, regulatory and governance considerations with a commercial and pragmatic mindset.  

<strong> What do you see as an opportunity or risk over the next six months? </strong> 

Over the next six months, one of the key opportunities for the business will be building on the momentum created by its recent strategic developments (the rebrand, refinancing and equity raise) and ensuring that nothing undermines the turnaround plan. The initiatives we recently completed position the Group well to execute its multi-year turnaround, strengthen its market position, enhance investor confidence and pursue further growth opportunities. 

More broadly, the legal team’s focus will remain on supporting the business through this period of transformation while ensuring robust governance, regulatory compliance and risk management across the organisation and safeguarding the Group’s reputation. Drawing on our recent experience in areas such as securities litigation which continue to shape the expectations placed on listed companies in relation to market communications. 

<strong>As the legal landscape evolves, what steps are you taking to foster a culture of continuous learning and development within the legal team, ensuring that they are all well-equipped to address future legal complexities? </strong> 

I am passionate about continuous learning and development within the legal team. It’s something I feel particularly strongly about because it has been central to my own development. I joined the Group as Legal Counsel and, through a combination of developing both my legal and commercial skills, I progressed to General Counsel. That experience has shaped how I approach building and leading the team today. 

As a team, we actively encourage discussion, learning and speaking up. A key part of this is ensuring the team gains exposure broad exposure to a diverse range of work, so that development happens through real experience or shadowing. At the same time, we make a conscious effort to create opportunities for knowledge sharing. We are also fortunate to have a team with varied backgrounds and experiences, and we place real value on being resourceful and learning from each other. Informal knowledge-sharing through lunch and learns, working closely with our external advisers provides additional source of insight and development. We regularly use external lawyers to provide tailored training sessions and legal updates on emerging issues. 

Overall, the aim is to create an environment where curiosity, learning and collaboration are embedded and encouraged. I’m naturally curious myself and still ask questions regularly and will always encourage the team to do the same.   

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

From my perspective, particularly in a business like Debenhams, some of the most important attributes are agility, commercial awareness and the ability to operate at pace. 

Businesses going through growth or turnaround are often moving quickly and do not want to be slowed down by process or overly cautious advice. You will also be dealing with a wide range of personalities and different parts of the business, so the ability to communicate effectively, liaise with stakeholders and empathise with diverse perspectives is essential. It is important to learn how to move at the pace of the business, adapt your advice and style accordingly, and ensure your input is practical, efficient and solutions focused. 

It is very easy for legal teams to be seen as blockers, so you have to work hard to be seen as and acting as an enabler whilst ensuring that risks are properly managed, but doing so in a way that supports the commercial objectives of the business. 

For me, an important part of that is maintaining a seat at the commercial and executive table. This is where decisions are being shaped, not over emails or memos! Be visible, accessible and commercially engaged.