Team size: Four

How do you approach managing legal aspects during periods of instability or crises, and how does your legal strategy align with the broader business strategy to ensure organizational resilience?

During periods of instability and crises, my role is to ensure that legal strategy not only protects the organisation but also enables it to navigate uncertainty with confidence and agility.

It is, I believe, important to approach crises in a timely manner through risk visibility, strategic prioritisation, and informed decision-making. Whether responding to geopolitical developments, regulatory changes, sanctions, complex maritime disputes, or major insurance events, I focus on promptly identifying critical exposures and assessing them together with the emergency response team in the context of the company’s broader commercial objectives and risk appetite to ensure the company’s interests are appropriately safeguarded.

Furthermore, I believe the most effective legal functions are embedded within the business. Legal advice must be commercially pragmatic, enabling management to make sound decisions while preserving long-term value. This requires close collaboration with leadership, strong governance, robust contractual and insurance frameworks, and a proactive approach to emerging risks.

Ultimately, organisational resilience is achieved when legal strategy is aligned with business strategy, transforming the legal function from a risk controller into a trusted strategic partner.

How do you see AI and automation reshaping the legal profession, and how are you leveraging technology in your own legal team?

AI and automation are essentially reshaping the legal profession by enabling legal teams to move beyond routine, process-driven work and focus on higher-value strategic advisory roles. In highly regulated and fast-moving industries such as shipping, where legal teams manage complex contractual, sanctions, compliance, insurance, and dispute-related matters across multiple jurisdictions, the ability to access and analyse information quickly is becoming a significant competitive advantage.

I view AI not as a replacement for legal judgement, but as a force multiplier, always adhering to ethical principles. The greatest value lies in enhancing decision-making, identifying risks earlier, and improving the speed and consistency of essential legal support to the business.

Within my team, we are leveraging technology and AI-enabled tools to streamline document review, legal research, contract analysis, and knowledge management. Currently, my team is in the process of creating a new, purpose-built database, which will assist in steaming ahead with the above-mentioned processes! In return, I believe this will allow us to increase operational excellence and financial strength while dedicating more time to the areas where lawyers create the greatest value: commercial judgement, risk assessment, negotiation, and strategic counsel on multiple matters worldwide. Ultimately, technology is helping transform the legal function into a more agile, data-driven, and business-focused partner.