Team size: 5

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

One recent project involves the use of AI services across the organisation. While these technologies offer significant opportunities for business growth, productivity, operational efficiency and cost reduction, they also require careful management of business secrets and compliance with data protection laws. Governance, ethics and compliance are key considerations that must be embedded from the outset.

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

Managing legal aspects during periods of instability, such as economic crises or rapid market shifts, is not simply about reacting more quickly. It is about structuring the organisation so that legal risks are anticipated, absorbed and, where possible, transformed into a strategic advantage. This requires a combination of foresight, flexibility and close integration with business decision-making.

In my experience, periods of instability and crisis also require a greater focus on areas that could cause existential damage to the organisation. Transparency with key stakeholders, including investors, partners and suppliers, is essential to maintaining alignment and managing risk effectively.

What strategies do you employ to ensure the successful digital transformation of a legal department while maintaining compliance with your country’s data protection laws?

Using the principles of frameworks such as the General Data Protection Regulation (GDPR) as a design baseline, rather than viewing them as a constraint, is a key strategy. This means:

mapping the personal data that the legal team handles, including contracts, investigations, HR matters and litigation;

minimising data collection, storage and processing to what is strictly necessary;

defining clear purposes for each dataset; and

embedding privacy considerations into systems and processes from the outset.

When systems are designed in this way, data protection compliance becomes significantly easier to maintain as the organisation grows.

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

A modern in-house counsel isn’t just a legal expert. The role has shifted from “risk police” to “strategic enabler,” especially in fast-moving environments. The most important attributes reflect that shift:

A modern in-house counsel is no longer solely a legal expert. The role has evolved from that of a “risk police officer” to a strategic business enabler, particularly in fast-moving environments. The most important attributes include:

Business acumen – understanding how the organisation generates value, where its vulnerabilities lie and what drives growth. Effective in-house lawyers frame advice in terms of commercial impact, including revenue, cost, timing and risk tolerance.

Decision-oriented communication – the ability to translate legal risk into clear, practical advice. Simplicity and clarity are often more valuable than complexity.

Proactive risk management – designing systems and controls that prevent issues before they arise, rather than relying solely on reactive problem-solving.

Cross-functional influence – operating effectively at the intersection of legal, finance, HR, product and operational teams.

An ethical compass – providing principled guidance and maintaining integrity, particularly when organisations are operating under pressure.