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

During periods of instability or crisis, the legal function must remain calm, practical and visible. The business needs clear and timely answers, not abstract analysis. My role is to create order, reduce uncertainty and support decision-making under pressure.

A significant part of that involves firefighting and troubleshooting. In challenging situations, multiple issues often arise simultaneously, frequently with incomplete information and tight deadlines. Legal must respond quickly, assess the situation, and help the business move from reaction to action. I see the legal function as a trusted source of support during such moments. We need to be accessible, clear, pragmatic, and customer-focused. Even in volatile times, it is important not to lose sight of customer needs.

My approach begins with identifying the real risks at an early stage. Not every issue is equally urgent, and not every risk requires the same response. I focus on what is material to business continuity, compliance, financial exposure and reputation. I then translate legal risk into practical options. This means providing the business with a clear understanding of what can be done, the potential consequences, the available mitigation measures, and the associated costs. Effective legal advice must not only be legally sound, but also actionable and commercially realistic.

Resilience also depends on enabling people to perform their roles efficiently and with confidence. I believe in empowering my team through clear guidance, timely decision-making, and an environment that encourages ownership and accountability. Trust is particularly important to me. People perform better during a crisis when they feel supported, understand expectations, and have opportunities to develop. The same principle applies to the way legal supports the wider business.

Close alignment with the business is essential. Legal cannot operate in isolation, particularly during periods of instability. We must understand operational realities, test different scenarios, and help develop solutions that work in practice.

For me, resilience is not only about managing the immediate issue. It is about helping the organisation maintain its ability to act. Legal should protect the business, but it should also enable it.

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

Strong judgement, commercial awareness and the ability to translate legal risk into clear, practical options are essential. Equally important are speed, resilience, open-mindedness and a collaborative mindset, as the business needs a trusted partner who remains calm under pressure, provides clear guidance and helps drive matters forward.

What is a cause, business or otherwise, that you are passionate about? Why is this?

I am passionate about making the in-house counsel role more visible and relatable. That is why I co-host the podcast Inhouse Counsel Corner together with another in-house counsel and LexisNexis, to share practical experiences, discuss real challenges and provide support and guidance to others in the profession.