What are the key projects you have been involved in over the past twelve months?

Over the past twelve months, I have led a number of significant legal, governance, regulatory and strategic initiatives: governance enhancement projects, including Board succession planning across our various entities, the recruitment and appointment of INEDs, and the ongoing review and improvement of governance frameworks, policies and Board effectiveness.

In addition, I have overseen sensitive conduct and employment matters, providing strategic legal guidance to achieve fair, robust and timely outcomes while maintaining regulatory expectations. I have also supported key compliance and sanctions initiatives, helping strengthen risk management and oversight arrangements across the business.

Alongside these projects, I have continued to lead the Legal and Compliance function, manage team development and resourcing, support major commercial initiatives, negotiate complex contractual arrangements, and provide pragmatic legal advice to the executive team and Board on strategic business decisions.

Through these initiatives, I have helped strengthen governance, support constructive regulatory engagement, enhance Board effectiveness, manage legal and regulatory risk, and enable the business to achieve its strategic objectives.

Outside work, I have been honing my negotiation, risk management and resilience skills by helping two teenage boys navigate school exams and the many mysteries of teenage life. Arguably my toughest stakeholder group to date.

Please provide a brief description of any internal transformation/development projects within your legal team over the last twelve months.

This last year, my team has focused on enhancing the effectiveness, resilience and strategic contribution of our function.

This has included managing a number of transitions and resourcing initiatives to ensure the function remains appropriately structured to support the business’s evolving needs, while maintaining continuity and capability during periods of change.

We have also continued to review and refine our governance and policy framework, improving consistency, accountability and oversight across the organisation. In parallel, we have strengthened collaboration with key stakeholders across the business to ensure Legal and Compliance is engaged earlier in strategic projects and decision-making.

The team has also been exploring the use of AI and other technology tools to improve efficiency, streamline routine tasks and enable lawyers and compliance professionals to focus on higher-value advisory work.

More broadly, I have continued to promote a culture of development, knowledge sharing and inclusion within the team, with a focus on building capability, supporting professional growth and fostering strong engagement across Legal and Compliance.

The role of the GC has evolved significantly into that of a strategic business partner. How do you balance commercial objectives with legal risk?

The role of the GC has definitely changed. Gone are the days when legal sat in the corner waiting to be asked a question and then told everyone why they couldn’t do something. At least, I hope so.

I see my role as helping the business achieve its objectives while ensuring we understand and manage the risks that come with them. Insurance is, after all, a business built on taking risk, so it would be somewhat ironic if the legal team’s purpose was to eliminate it altogether.

For me, it starts with understanding what the business is trying to achieve. If you understand the commercial objective, you are much better placed to find a solution. My aim is not to answer the question “Can we do this?” but rather “How can we do this in a way that is sensible, compliant and consistent with our risk appetite?”

I also believe legal advice needs to be practical. Business leaders rarely want a lecture on the law; they want a clear view of the risks, the options available and the consequences of each. My job is to help them make informed decisions, not make the decisions for them.

There are, of course, occasions where the answer genuinely has to be “no” or “not without significant change”, particularly in a regulated environment where issues of governance, conduct and regulatory compliance are non-negotiable. A GC has to be prepared to provide challenge when necessary. But I find those conversations are much easier when colleagues know that your default position is to help them get to “yes”, rather than looking for reasons to say “no”.

Ultimately, the balance comes from being commercially minded without becoming commercially captured. If legal has strong relationships, understands the business and earns a reputation for being pragmatic, it can provide robust advice while still being viewed as a trusted partner around the executive table.

What are the most important attributes of the modern GC and what advice would you give to those aspiring to be an in-house lawyer?

The role of the GC has changed significantly over the last decade. Technical legal expertise remains essential, but it is no longer enough. The most effective GCs are strategic business partners who help their organisations achieve their objectives while navigating risk, regulation and governance. That requires judgment, commerciality, credibility and, above all, strong relationships. Internal and external commentary on the evolution of the GC role consistently highlights the importance of strategic thinking, business partnering, adaptability and relationship-building, alongside legal expertise.

For me, one of the most attractive aspects of being an in-house lawyer is the generalist nature of the role. No two days are the same. One moment you might be advising on a regulatory issue, the next helping to shape a strategic initiative, managing a governance challenge or supporting a commercial opportunity. That variety means you must be intellectually curious and genuinely interested in how the business operates.

My advice to anyone aspiring to an in-house career would be to be curious about everything. Don’t limit yourself to the legal issue in front of you. Understand the commercial objective, the operational challenges and what success looks like for the business.

Build relationships at every level. Spend time getting to know colleagues across the organisation, both junior and senior. Today’s junior colleague may well be tomorrow’s CEO. The relationships you build throughout your career will often be your most valuable asset. In my experience, legal issues are usually easier to solve than relationship issues…

Make yourself visible and accessible (and friendly always helps!). People need to know who you are, what you do and how you can help. The best legal teams are seen as enablers, not gatekeepers. Nobody starts their day hoping to call Legal, so it helps if they don’t dread it when they do.

Get involved early. If legal is brought into a conversation only at the point a decision needs approval, it is often too late to add real value. The greatest contribution an in-house lawyer can make is helping to shape solutions at the outset, identifying issues early and finding practical ways through them before they become obstacles.

Develop judgment, not just knowledge. Most senior legal roles are less about knowing the law and more about applying it pragmatically in a business context. Sound judgment and the ability to balance risk with commercial objectives are what set great in-house lawyers apart.

Ultimately, the modern GC succeeds by combining legal expertise with commercial awareness, curiosity, emotional intelligence and strong relationships. If colleagues trust you, understand the value you bring, and see you as part of the solution rather than part of the process, you can have a real impact on the business. If you have done your job well, people will involve Legal because they want your input, not because they fear your veto.

How do you manage situations where legal advice and commercial objectives conflict?

I don’t actually see legal advice and commercial objectives as being in conflict very often. More often than not, they are trying to achieve the same thing: a successful and sustainable outcome for the business. The role of the GC is not to say “no”; it’s to help the business achieve its objectives in a way that is legally sound, aligned with its risk appetite and consistent with its values.

Where there is tension, I start by understanding the commercial objective. What problem is the business trying to solve? What outcome are they seeking? Too often lawyers focus immediately on the legal issue without fully appreciating the commercial context.

Once I understand the objective, my instinct is to look for solutions rather than obstacles. Very rarely is the answer a binary yes or no. Usually there is a way to restructure an approach, put appropriate controls in place, or manage a risk so that the business can move forward with confidence.

That is why I am such a strong advocate of getting legal involved early. If we are brought into a discussion at the eleventh hour, the options can be limited and legal advice may feel like a roadblock. If we are part of the conversation from the outset, you can help shape the solution and avoid problems arising in the first place.

Relationships are also critical. If colleagues know you, trust your judgment and understand that your objective is to help them succeed, conversations about risk become much easier. People are far more receptive to legal advice when they see you as a business partner rather than a gatekeeper.

Ultimately, my job is not to eliminate all risk – that would also eliminate many opportunities. My job is to help the business understand the risks, weigh them against the benefits and make informed decisions. Sometimes that means challenging a proposed course of action, but it always means being part of the solution.