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

Over the past year, our legal team has focused on two major areas. First, we coordinated the organisation’s response to new regulatory requirements issued by local authorities, reviewing their impact on products, policy terms and internal procedures, and supporting their implementation across the business. Our objective was not only to ensure compliance, but also to minimise operational disruption and preserve commercial flexibility.

Second, we supported the organisation’s digital transformation. As the insurance sector expands its use of digital channels for distribution, customer engagement and claims management, we developed the legal and regulatory framework for several initiatives. This included reviewing technology agreements, advising on data protection and cybersecurity, and assessing the legal readiness of new digital products and platforms. Through this work, the legal department has become an active enabler of innovation while maintaining effective risk controls.

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

My approach is proactive, structured and closely connected to the business. I begin by identifying regulatory or operational developments early, assessing their potential impact and establishing clear action plans before implementation deadlines arise. In insurance, regulatory change can affect product design, policy terms, distribution and compliance simultaneously, so early coordination is essential.

I also focus on balancing compliance with business continuity. This requires working with cross-functional teams to develop solutions that meet regulatory expectations while protecting customer value, commercial opportunities and the organisation’s competitive position. Clear prioritisation, timely communication and practical legal guidance are central to maintaining resilience.

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

Being strategic means aligning legal judgement with the organisation’s broader objectives. A General Counsel must understand how the business creates value, how regulation shapes the market and where legal risk may affect growth.

For me, this means participating in business discussions early, identifying both risks and opportunities, and directing legal resources towards the issues with the greatest impact. It may involve navigating a major regulatory change, supporting a critical negotiation or addressing an emerging compliance risk. It also means building trusted relationships across the organisation so that Legal is seen not merely as a control function, but as a partner in decision-making and a contributor to sustainable value.

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

A modern in-house counsel needs adaptability, business acumen, sound judgement and clear communication. Technical legal expertise remains essential, but it must be combined with a practical understanding of the organisation and its industry.

In-house lawyers must be able to translate complex legal issues into concise, actionable advice for non-legal stakeholders, while remaining alert to regulatory change, technological developments and evolving risk.