Team size: 19

How do you ensure the legal function supports business resilience during periods of uncertainty or disruption?

My priority is to give the business clear, practical advice when circumstances are uncertain. In the energy sector, this means anticipating regulatory developments, identifying the risks that matter most and working closely with operational teams before decisions become urgent. I want the legal team to explain the available options and their consequences so that management can make informed decisions and act with confidence. Resilience also depends on how we organise ourselves: clear responsibilities, shared knowledge and sensible priorities help us respond to immediate pressures whilst keeping longer-term objectives in view.

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

For me, AI’s real value is giving lawyers more time to think. I use it to structure ideas, refine drafts and work across languages, which is particularly useful in an international business. For the legal team, I see further opportunities in simplifying repetitive tasks and making complex information easier to use. My approach is practical: use technology where it adds value, review its output carefully and protect confidential information. As AI becomes part of everyday legal work, professional judgment, an understanding of the business and the ability to ask the right questions will become even more important.