Team size: Sevenfull time legal professionals in APAC  

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

In an increasingly complex global environment, in-house counsel plays a critical role in navigating uncertainty while enabling growth. During periods of instability, the business relies on legal leadership to assess risk, prioritise actions and deliver practical, commercially sound solutions.

At Christie’s, we continue to evolve beyond our 250-year heritage, pioneering innovations such as online-only auctions and early adoption of NFTs. I ensure the legal function is proactive, assessing feasibility, shaping initiatives and establishing robust frameworks and guidelines to support sustainable growth.

Trust is central to our business. We maintain it through rigorous due diligence on ownership, provenance and authenticity, alongside clear terms and consistent policies across transactions.

I also prioritise developing lawyers with strong business acumen and crisis-management capabilities, ensuring advice is both legally sound and commercially aligned.

Ultimately, I position legal as a strategic partner, enabling innovation while safeguarding reputation and long-term sustainability.

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 that of a technical legal adviser to a strategic business partner. Today, the GC is expected to combine deep legal expertise with a strong understanding of the business, its people and its risk appetite.

The greatest value is created when a GC can navigate complexity with judgement. Business decisions are rarely black and white; they sit within shades of grey. An effective GC provides clear, pragmatic guidance that balances legal risk with commercial objectives, enabling the organisation to move forward with confidence while remaining within appropriate legal and ethical boundaries.

How has AI changed the legal function recently (including in the past year), and how are you approaching it within your team? 

AI is rapidly reshaping the legal function, particularly for lean teams. Beyond efficiency gains – such as multi-language translation – it is redefining how legal work is prioritised, enabling lawyers to focus on higher-value work that requires judgement, strategic input and innovation.

Our approach is deliberate and disciplined. We leverage secure, internal tools such as Copilot, where confidentiality and data integrity remain paramount.

Ultimately, I see AI not simply as a productivity tool, but as a catalyst for a more agile, insight-driven legal function that can partner the business at a higher strategic level.

How do you build and maintain a strong legal team? 

I build and maintain a strong legal team by being intentional about both performance and development. Each individual is given clear responsibilities and offered meaningful opportunities to grow. Legal team members are encouraged to participate in both internal and external training. I am also committed to mentoring and developing future leaders, with a focus on succession planning and building a strong talent pipeline.

Regular and timely feedback to the team is highly important, and collaboration issues are addressed as they arise to ensure an open and inclusive team environment is maintained. I also believe it is important to recognise and celebrate team successes, both big and small, to reinforce a sense of shared achievement and motivation.

Most importantly, I strive to foster a culture grounded in shared goals, mutual respect and accountability—where professionalism and integrity always take precedence.