How do you balance being a legal risk manager with being a strategic business enabler, and where do you see the biggest tensions?

I do not see the role of a General Counsel as a choice between managing legal risk and enabling the business. The challenge, and indeed the responsibility, is to achieve both. Effective legal leadership requires a deep understanding of the organisation’s strategic objectives, an appreciation of its commercial realities, and the ability to assess risks within the broader context in which decisions are made.

Throughout my career, I have adopted a pragmatic and commercially focused approach. Having led Legal Services, Corporate Governance and Board Secretariat functions within a highly regulated banking environment, I have worked closely with executive management and boards of directors on matters that require balancing legal, regulatory, operational and commercial considerations. In such circumstances, my role is not simply to identify risks, but to help decision-makers understand their implications and develop practical solutions that enable the business to achieve its objectives responsibly and efficiently.

I believe that legal departments create the greatest value when they are involved early in the decision-making process. Early engagement allows legal risks to be identified, assessed and managed proactively, whilst ensuring that legal advice is aligned with business priorities. Rather than being viewed as a control function that slows progress, the legal team should be seen as a trusted partner that facilitates informed and sustainable decision-making.

The greatest tension often arises from the need to balance speed and innovation with good governance and regulatory compliance. Businesses increasingly operate in fast-paced environments where commercial opportunities must be evaluated and acted upon quickly. At the same time, organisations must remain compliant with evolving legal and regulatory frameworks and maintain robust governance standards. Successfully managing this tension requires open communication, a clear understanding of the organisation’s risk appetite, and a solutions-driven mindset. In my experience, the most effective legal leaders are those who protect the organisation whilst enabling growth, innovation and long-term value creation.

What is one leadership principle or practice that has had the greatest impact on your career as a GC?

The leadership principle that has had the greatest impact on my career is the belief that the legal function should be a strategic business partner and enabler rather than a roadblock.

Throughout my career, particularly within the banking sector, I have encouraged legal teams to focus on solving problems rather than merely identifying them. Whilst protecting the institution remains a fundamental responsibility, effective protection is achieved through understanding the business, supporting strategic priorities and delivering practical, commercially viable solutions.

This principle has shaped the culture I strive to build within legal teams. I encourage lawyers to be proactive, accountable and solution-oriented, whilst maintaining the highest standards of professional judgement and integrity. Attention to detail is essential, but equally important is the ability to distinguish between material risks and theoretical concerns and to provide advice that is proportionate, clear and actionable.

I firmly believe that the most successful legal leaders earn a place at the decision-making table because they are trusted not only for their legal expertise but also for their commercial judgement, strategic thinking and ability to navigate complexity. This approach has strengthened the credibility of the legal function throughout my career and has enabled me to contribute not only as a legal adviser, but also as a trusted strategic partner, helping organisations achieve their objectives whilst maintaining strong governance, regulatory compliance and effective risk management.