Team Size: Approximately 40

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

Over the past year, my team and I have led the legal workstream for PTI’s implementation of an AI-powered Contract Lifecycle Management platform, Leah Legal, helping to transform the way our Legal function supports the business.

Alongside the technology rollout, we have developed standardised contract templates, negotiation playbooks and a centralised legal knowledge base to improve consistency, efficiency and risk management across multiple jurisdictions. We have also been standardising PTI’s Master Lease Agreement suite, creating scalable templates that balance global consistency with local legal requirements.

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

I believe resilience is built before a crisis occurs. My focus is on establishing standardised processes, clear escalation paths and practical playbooks that enable the legal team to respond quickly and consistently when circumstances change.

Equally important is capturing institutional knowledge through technology so that critical decisions do not depend on a single individual. This approach helps ensure continuity, consistency and sound decision-making across different jurisdictions and business functions.

General counsel often speak of the need to be strategic to reach the pinnacle of the profession. What does being strategic mean to you?

To me, being strategic means focusing not only on solving today’s legal issue, but also on building systems that prevent tomorrow’s. It means identifying recurring challenges, standardising where possible, leveraging technology responsibly and enabling the business to move faster while managing risk.

Strategy is about creating scalable solutions that multiply the impact of the legal function beyond any single transaction.

Based on your experiences in the past year, are there any trends in the legal or business world that you are keeping an eye on that you think other in-house lawyers should be mindful of?

I believe the biggest shift is that AI is moving from experimentation into day-to-day legal operations. The challenge is no longer whether to adopt AI, but how to implement it responsibly.

Organisations that combine technology with strong governance, standardised templates and institutional knowledge will be better positioned to scale legal support without compromising quality or risk management.

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

The modern in-house lawyer is no longer simply a legal adviser. They are expected to be a business partner, a project manager, a process designer and, increasingly, a technology adopter.

Technical legal expertise remains essential, but the ability to communicate clearly, build relationships and continuously improve how legal services are delivered is what truly creates long-term value.