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

Over the past year, I am most proud of helping the company navigate significant growth, both organic and through acquisitions. Beyond supporting the transactions themselves, the greater challenge and accomplishment has been integrating new business units into our global group. Because my role spans legal, compliance, and HR, I led efforts to align policies, procedures, and HR practices across jurisdictions while also supporting new colleagues as they joined a dispersed global team.

I also spearheaded our adoption of legal technology and AI. Legal departments must evolve from being reactive to becoming proactive and integrated business partners, using technology to anticipate risks and accelerate outcomes. The past year has been the beginning of this transformation, and the role of AI will expand exponentially in the next twelve months.

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

A defining moment in my career came when I became General Counsel of the Canadian subsidiary of a global automotive manufacturer only two and a half years after being called to the bar. While my background was labour and employment law, I quickly had to expand into corporate/commercial, IP, environmental, franchising, and real estate matters in a heavily regulated industry. With no other in-house counsel in Canada, I learned to thrive under constant change and to become comfortable with discomfort, because discomfort meant growth.

Another unique experience was the impact of my thought leadership. I introduced the concept of the “plus-shaped lawyer”, expanding on the “T-shaped” model. This gained national and international recognition, leading me to speak at law firms, corporate legal departments, and conferences worldwide. It reinforced my belief that in-house counsel should contribute to thought leadership on topics such as ESG, legal technology, diversity, and the future of the profession. Sharing ideas not only benefits the profession but can also shape careers in unexpected ways.

How does your team contribute to the overall business strategy of the company?

In a lean in-house legal department, counsel must act as strategic business partners. By engaging early in strategy development, we not only reduce risk but also help drive core processes such as M&A, ESG, and compliance. My team influences not just transactions, but also the cultural and ethical infrastructure that supports sustainable growth.

The future of in-house counsel lies in being more than advisors. We must be architects of strategy. By wearing multiple hats across legal, HR, and compliance, we embed risk management, strengthen governance, and help the business grow responsibly. We must truly become strategic business partners.