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What are the most significant cases, projects, or transactions that you and your legal team have recently been involved in?

Among the most significant recent matters for our legal team was a major sell-side transaction in the gaming sector, in which I played a key in-house role. It was a strategically important and legally complex project involving transaction execution, regulatory and competition law matters, and the structuring of post-closing arrangements. The transaction required close coordination among internal stakeholders and external advisers to ensure a smooth and commercially effective process.

How do you approach managing legal aspects during periods of instability or crisis to ensure the organisation’s resilience?

In periods of instability, I focus on maintaining a clear view of legal and financial exposure while supporting the business with pragmatic, solution-oriented advice. My approach is to identify key risks at an early stage, prioritise those that are material, and develop robust alternative scenarios so that the organisation can respond swiftly as circumstances evolve. This helps maintain momentum while safeguarding resilience and compliance.

General counsel often speak of the need to be strategic to reach the pinnacle of the profession. What does being strategic mean to you?

To me, being strategic means understanding the wider environment in which the business operates: the commercial objectives, stakeholder dynamics, regulatory constraints, and likely future developments. A strategic general counsel does not just react to issues, but anticipates them, frames advice in a commercially meaningful way, and knows when active intervention is needed and when restraint will achieve the better outcome.

What do you think are the most important attributes for a modern in-house counsel to possess?

A modern in-house counsel needs strong legal judgment, commercial awareness, adaptability, and the ability to communicate clearly with a wide range of stakeholders. Just as importantly, they must be pragmatic, trusted by the business, and able to assess risk in a way that supports sound and timely decision-making.

Based on your experiences in the past year, are there any trends in the legal or business world that you are keeping an eye on that you think other in-house lawyers should be mindful of?

Legal tech and AI are developments that I believe all in-house lawyers should be watching closely. They create significant opportunities to improve efficiency and free up capacity for more strategic work, but they also require careful oversight in terms of governance, risk management, and trust.