<strong>What projects are you most proud to have worked on over the past 12 months?</strong> 

Over the past year, my legal team and I have had the privilege of leading several large-scale and complex M&A and construction projects that have significantly influenced the long-term profitability and sustainability of our operating divisions. These transactions demanded strategic foresight, rigorous legal structuring, and close collaboration across multiple teams, jurisdictions, sectors, and industries. 

However, the project I am most proud of is the completion of a transformative internal restructuring — a process spanning more than ten years — which culminated in the merger of our largest and most profitable division with our investment group. This transaction was not only structurally and politically complex but also required navigating profound organisational change. I led the integration of broader employee ownership into what had previously been a closely held structure, managed diverse and at times opposing stakeholder interests, and oversaw the reconstitution of our board of directors. 

This process also introduced more robust governance practices, placed under the responsibility of my legal department, laying the foundation for greater transparency, accountability, and long-term strategic alignment across our group of companies. 

This project exemplified the intersection of legal leadership and business transformation, and I am proud of the role I played in guiding our organisation through such a pivotal evolution. 

<strong>Have you had any experiences during your career as a lawyer that stand out as particularly unique or interesting?</strong> 

Two experiences stand out as particularly formative in my career. 

The first is leading our M&A activities in sectors where we have made the strategic decision to enter entirely new industries — industries that are now shaping the foundation of our future growth. These transactions are equal parts exciting and daunting, as they require us to step beyond our comfort zone and embrace fundamental change. They demand not only legal precision but also a deep understanding of unfamiliar business models, risk profiles, and regulatory landscapes. 

The second is our evolution from a domestically focused construction business to one that now operates internationally. This shift has taken us from Canada to the United States, West Africa, and the Caribbean — and, most recently, into Latin America. Each new jurisdiction has brought a host of challenges: from negotiating and managing contracts in multiple languages, to navigating unfamiliar legal systems, and adapting to diverse cultural and business norms. These experiences have broadened our legal and operational capabilities and deepened our appreciation of the nuances of cross-border work. 

Both experiences have pushed me to grow as a legal leader and strategist, and they continue to shape how I approach complexity, change, and opportunity. 

<strong>How does your team contribute to the overall business strategy of the company?</strong>  

Our legal team is deeply aligned with our group’s strategic business priorities. As General Counsel, I sit on the senior C-suite strategy team, helping to shape group-wide business strategy while advising our operating company presidents on execution. The trust we have built with leadership means our legal team is embedded at every critical level of decision-making. We have a meaningful voice and influence over vision, alignment, and execution — ensuring our legal insight is not merely reactive, but a proactive driver of strategic success.