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

Advanced patient access and portfolio growth in 2025 by leading pricing and availability business cases grounded in care‑focused selling and supporting the launches of therapies across both primary care and rare‑disease settings through cross‑functional collaboration.

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

In times of systemic instability, the task is to anchor the organization against it. Resilience is never an accident; it is the result of disciplined governance and the foresight to build the ship, so that we can weather the storm.

In periods of high uncertainty, we must ruthlessly focus on the variables within our control. This begins with unwavering governance. By maintaining rigorous oversight and clear fiduciary pathways, we provide the steady hand the business needs to avoid desperate, ill-informed shortcuts.

Pragmatism is our greatest asset. We rely on the “shield” of our boilerplate clauses – those often-overlooked provisions that suddenly become the frontline of defense, while simultaneously building flexible, cross-functional safeguards. Now more than ever, cross-functional collaboration is not just a “soft skill”; it is a strategic necessity. We must be deeply embedded with other functions to ensure that risk is mitigated at the source, rather than managed after the damage is done.

Ultimately, our legal role is to ensure the organization remains in the driving seat. We do not rush. We resist the urge to react to every tremor and instead foster a culture of informed decision-making. By providing clear-eyed counsel and pragmatic boundaries, we empower the business to move forward with calculated confidence, turning volatility into a test of strength rather than a point of failure.

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 is not about complex legal theory. It is about looking beyond the statutes and truly understanding what makes our organisation successful: recognising our key differentiators and the unique identity we want to project to the world. If we do not understand how the business succeeds, we cannot effectively protect and support that success.

However, a strategy is only as good as its ability to withstand reality. In today’s volatile environment, a rigid plan is a fragile one. To be truly strategic, we must build adaptability into our framework. This means moving away from static multi-year plans and towards a dynamic approach that remains anchored in our core vision and mission, while being flexible enough to adapt when circumstances change. We are not simply here to protect the status quo; we are here to provide the agility the business needs to navigate uncertainty without losing its identity.

How can general counsel foster a corporate culture that supports ESG principles and compliance across all levels of the organisation?

Fostering an ESG-led culture isn’t about adding more layers of red tape; it’s about a fundamental mindset shift. We need to stop viewing ESG through the narrow lens of risk and start seeing it as one of our greatest opportunities for innovation. The world is facing massive societal and environmental challenges, and frankly, businesses are in the best position to solve them.

My goal is to help the organisation detect specific areas where our unique strengths can create a genuine, positive impact. When we align our commercial strategy with solving these broader problems, we aren’t just being compliant; we are building the foundation for sustainable, long-term success. It’s about moving from a defensive posture to a proactive one, ensuring that our purpose and our profit are pulling in the same direction. When people see that their work contributes to a legacy, compliance stops being a chore and becomes a shared mission.