In an increasingly complex global environment, how are you helping your organisation navigate risk while still supporting growth? 

In my view, one of the key challenges for in-house lawyers today is striking the right balance between risk prevention and enabling business growth. Legal teams can no longer operate as purely reactive or restrictive functions.

My approach is grounded in judgement. Rather than simply identifying whether a legal risk exists, the focus is on assessing its likelihood, potential impact and practical context, including regulatory precedents and market practice. This allows us to prioritise risks and avoid unnecessarily hindering commercial initiatives.

By applying a risk-based and business-oriented mindset, the legal function becomes a facilitator rather than a blocker, ensuring that the organisation can move forward with clarity, awareness and confidence.

How has the role of General Counsel evolved in recent years, and where do you see GCs creating the most value today? 

The role of the General Counsel has evolved significantly from a reactive, conflict-driven function to a proactive and strategic business partner.

Today, legal leaders are involved from the early stages of product development and strategic decision-making. Rather than being consulted only when issues arise, General Counsel now sit at the table alongside commercial teams, contributing legal insight as part of the overall evaluation process.

This shift has positioned the legal function as an essential component of the business, creating value by anticipating risks, shaping strategy and ensuring sustainable growth within a sound legal framework.

What does effective leadership look like for a General Counsel today, and where do GCs have the most impact? 

Effective leadership for a General Counsel today is defined by the ability to balance legal rigour with business understanding.

A strong GC leads not by blocking risk, but by enabling informed decision-making. This requires translating complex legal concepts into clear, actionable guidance that business stakeholders can understand and trust.

The greatest impact is achieved when the General Counsel becomes a strategic partner, someone who is involved early, understands the commercial drivers of the organisation, and helps shape decisions rather than simply reviewing them.

Leadership in this role also requires independence and credibility. A GC must be able to challenge decisions when necessary, while maintaining alignment with the organisation’s objectives. Building trust across the business is essential, as it allows legal advice to be seen not as an obstacle, but as a source of clarity and direction.

Looking ahead, what do you see as the main opportunity or challenge for in-house legal teams? 

The main challenge for in-house legal teams going forward is to continuously demonstrate and expand the value they bring to the business.

While the role of in-house counsel has evolved significantly in recent years, there is still a need to reinforce that legal is not merely a control function, but a strategic enabler. The opportunity lies in positioning the legal team as an active contributor to business decisions, rather than a final checkpoint.

At the same time, the increasing pace of technological change presents both a challenge and an opportunity. Legal frameworks often lag behind innovation, which requires in-house lawyers to think beyond traditional interpretations and adapt with agility, while still ensuring regulatory compliance.

Another key challenge is maintaining objectivity and sound legal judgement in environments where commercial and compliance interests may not always align. In such situations, the ability to remain independent, act with conviction, and provide clear, well-reasoned guidance is critical.

Ultimately, the strength of the legal function lies not only in technical expertise, but in the confidence to uphold legal principles while supporting the long-term interests of the organisation. Strong in-house counsel must be able to navigate complexity without losing clarity, and influence decisions without compromising integrity.