Team size: Legal, Business Affairs and Rights – 130; Other areas – over 50

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

A key project was setting up the first Fremantle production hub in Portugal to produce innovative new shows for multiple markets, including super-sized mini-golf show Holey Moley (Germany, France, UK – UK version hosted by Ant & Dec). I led the way with team in securing rights and establishing operating model.

I was also involved in developing the legal model for groundbreaking AI-generated series Art Awakens, which we believe is the first commission of a series where the content is all created by AI by a UK broadcaster.

We successfully settled groundbreaking employment reclassification actions in US, where contestants on American Idol claimed they were employees. This win allows the industry in the US to move forward with certainty.

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

The implementation and global roll out of Legora for legal teams in over 20 jurisdictions was a key project.

We are also continuing to push forward social mobility initiatives. We collaborate closely with Flex Legal and are now on our third Flex Trainee, with our first due to be retained on qualification in autumn 2026.

The restructuring of legal teams internationally was another internal transformation project, leading to appointment of new general counsels in Italy, Germany and Australia and consolidation of formerly disparate legal teams in each of those territories, along with the promotion and development of outstanding internal talent (Felicity Miles).

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?

Flexibility, judgment, curiosity, calmness and the ability to control your ego. Meaning that you have a low ego for self, and a high ego for team. Modern GCs are genuine business people who are able to put themselves in others’ shoes and consider all the angles to help the business find the right solution.

In terms of advice to aspiring in-house lawyers, choosing the in-house path has never been more rewarding, never had as much variety in the roles available and where it might take you and has never been so demanding. The expectation is that in-house lawyers are not just legal advisers – they are general counsel in the very broadest and truest sense of the term: general advisors to everyone in the business across law, regulation, business, ethics, compliance, reputation and many other areas. It’s a genuinely brilliant career but does come with pressure, and you need to love that. It’s for people who run towards fires, not away from them.

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

Clarity in advice on the legal position (and make sure that advice is recorded somewhere), and with care in relationships, showing empathy and understanding of the conflict and the business imperatives. Crucially, I always aim to come with solutions and options rather than just problems and issues. Storytelling is also an increasingly vital influencing skill to be able to play out how situations might unfold and allow people to understand the options and implications.

How do you help drive strong governance and ethical decision-making across your organisation?

You can have all the policies and processes in the world (and you do still need them!), but ultimately it comes down to culture, to role modelling the right behaviours and values – from the top down.

Beyond your legal role, is there a cause or initiative you are especially passionate about?

Social mobility. Two generations ago, both sides of my family were immigrants to the UK, a heady mix of Irish and Burmese! I’ve been really lucky with opportunities given to me. I’m a firm believer that people’s backgrounds should not be a barrier to accessing opportunities that let them fulfil their full potential. We all have a responsibility to use the privilege that we have to lower barriers and give people a leg up where needed – that can happen in big ways and small ones.

Practically, we continue to push forward social mobility initiatives. We collaborate closely with Flex Legal and are now on our third Flex Trainee, with our first due to be retained on qualification in autumn 2026. I also mentor a variety of young people from less privileged backgrounds at different stages, from degree level through to trainees and junior lawyers. More formally, I’m on the board for General Counsel for Inclusion and, together with Louise Waldek (Group GC at IMI Plc), we lead the Social Mobility Community.