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 organisational resilience?

The alignment of legal strategy with the business strategy of the organisation is of utmost importance, especially during periods of instability or crisis. As in-house lawyers, we need first and foremost to have a thorough understanding of the business strategy and the goals that management and business functions seek to achieve, in order to be in a position to assess the legal risks involved and find ways to minimise them to the greatest extent possible. Teamwork is essential, and in-house legal teams are key players and an integral part of this team, helping to ensure the organisation’s resilience.

Having this in mind, my priority is first and foremost to maintain effective communication between members of the legal team, as well as between the legal team and management and business functions. Through effective communication, legal risks are identified and appropriate actions are taken to ensure resilience. On this basis, an action plan is established for the team, which is, of course, subject to review and alignment with any new circumstances or issues that may arise along the way.

Furthermore, effective communication strengthens relationships between teams and creates a sense that everyone is working towards the same goal: ensuring the organisation’s resilience in challenging circumstances. I also find that short brainstorming sessions can be highly effective, as the sharing of ideas encourages people to think outside the box and achieve exceptional results.

In general, in-house legal teams should be treated as business partners during periods of instability or crisis. With their support, great results can be achieved and resilience can be strengthened.

What is the biggest shift you have seen in the role of General Counsel in the past five years, and how do you see it evolving further?

Over the past five years, the biggest shift in the role of the GC has been the transition from being primarily a legal adviser to becoming a strategic business partner. GCs are now expected to play an active role in shaping corporate strategy, managing risk and supporting business growth, rather than simply providing legal opinions or ensuring compliance.

This evolution has been driven by increasing regulatory complexity, rapid technological change, heightened stakeholder expectations and the growing importance of areas such as data privacy, cybersecurity, ESG and AI. GCs are now expected to provide commercially focused advice, anticipate emerging risks and help navigate uncertainty while enabling innovation. At the same time, GCs are taking on broader leadership responsibilities, often overseeing compliance, ethics, governance and risk management.

This strategic role of the GC is likely to become even more prominent in the near future. With the delivery of legal services being transformed through AI, GCs will have more time to focus on judgement, decision-making and business leadership. GCs will be expected to use technology, including AI, to improve efficiency while, at the same time, managing legal risk proactively.

Therefore, success will depend not only on technical legal expertise, but also on commercial awareness, leadership and adaptability. In this respect, the GC of the future will be a trusted adviser who helps organisations achieve their objectives while maintaining strong governance, resilience and ethical standards in an increasingly complex global environment.