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

Over the past twelve months, my work has focused on managing high-impact regulatory, operational, and risk-driven matters within a complex and highly regulated environment.

Key projects have included leading the legal strategy for regulatory engagements with multiple authorities, advising on compliance frameworks in response to evolving regulatory expectations, and managing sensitive operational incidents with potential legal, reputational, and business implications. This has required close coordination with senior management, technical teams, and external advisers, as well as a pragmatic assessment of legal risk in the context of business continuity.

I have also been actively involved in dispute prevention and litigation management, including matters where previously identified risks ultimately materialised. In those instances, prior scenario planning and robust documentation enabled the company to respond swiftly and in a controlled manner.

In parallel, I have supported strategic commercial and operational decision-making, ensuring that legal considerations are embedded early in the process rather than addressed reactively.

How do you manage legal aspects during periods of instability or crisis, ensuring that your legal strategy aligns with the broader business?

During periods of instability or crisis, my approach is to ensure that the Legal function operates as a strategic partner, rather than merely as a control function. The priority is to rapidly identify the true drivers of risk, distinguish legal exposure from operational noise, and provide management with clear, actionable options rather than abstract legal conclusions.

I focus on early alignment with senior leadership, transparent communication, and scenario-based analysis that balances legal risk, regulatory expectations, and business continuity. In crisis situations, speed and clarity are essential, but never at the expense of consistency or credibility with regulators and key stakeholders.

What are the most important attributes for a modern in-house counsel?

A modern in-house counsel must combine technical competence with business judgment. Beyond legal knowledge, the role requires the ability to understand commercial realities, anticipate risk, communicate clearly with non-lawyers, and exercise sound judgment under pressure.

Equally important are integrity, credibility and the capacity to influence without authority. In-house counsel must be trusted advisors who can say “no” when necessary, but who are equally capable of proposing alternative paths that enable the business to move forward responsibly.

Are there any key trends that in-house lawyers should be monitoring over the next year?

Key trends include increasing regulatory scrutiny, particularly in areas such as compliance, data protection and corporate governance; greater expectations around ESG accountability; and the growing integration of technology and data-driven tools into legal functions. In-house lawyers should also be prepared for heightened expectations from management, who increasingly view Legal as a strategic function responsible not only for mitigating risk, but also for enabling sustainable growth.