Team size: 25

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

For me, the most important element during a crisis is staying close to the business. Legal teams can add the most value when they have a real understanding of what is happening on the ground, the operational challenges teams are facing, and the decisions leaders need to make quickly.

I invest a significant amount of time speaking with business leaders, operational teams, HR, finance, and other stakeholders to understand their concerns and priorities. This direct contact allows me to provide practical advice that helps the business move forward while managing legal, compliance, and reputational risks.

During periods of uncertainty, I focus on being visible, accessible, and solution-oriented. Rather than simply identifying risks, I work with the business to find workable solutions that protect the organisation while maintaining operational continuity. Frequent communication, clear escalation channels, and alignment with leadership are critical.

I also believe that crises are moments when trust becomes especially important. By maintaining close relationships with the business and being a reliable advisor during difficult situations, the legal function can help bring clarity, support decision-making, and strengthen the organisation’s resilience.

Ultimately, resilience is built through partnership. The closer Legal is to the business, the better we can anticipate risks, respond to challenges, and support the organisation in navigating uncertainty successfully.

Looking forward, what trends do you foresee in the legal landscape over the next 5–10 years that companies should prepare for?

From the perspective of a services company, I believe the legal landscape will become increasingly connected to operational execution, client expectations, and risk management. Legal teams will need to understand not only the law, but also how businesses deliver services in complex and rapidly changing environments.

Several trends stand out. First, increasing client scrutiny of compliance and governance. Clients are asking more questions about ethics, anti-corruption programs, data protection, ESG commitments, human rights, and supply chain management. Legal teams will play a key role in demonstrating trust and helping the business meet this expectation.

Secondly, greater regulatory complexity. Companies operating across multiple countries will need to navigate an expanding range of regulations covering labour, privacy, competition, environmental matters, and corporate accountability. Managing these requirements consistently across jurisdictions will be a growing challenge.

Third, technology and AI transforming service delivery. As organisations integrate artificial intelligence and digital solutions into their operations, legal teams will need to address new risks related to data, cybersecurity, transparency, and responsible use of technology.

Furthermore, workforce-related challenges. For people-intensive businesses, labour law, employee wellbeing, diversity and inclusion, flexible work models, and skills transformation will remain key areas of focus. The ability to adapt to changing workforce expectations will be critical.

Finally, higher expectations for resilience and business continuity. Clients increasingly expect service providers to be prepared for disruptions, whether related to geopolitical events, supply chain issues, cybersecurity incidents, or social unrest. Legal teams will be expected to help build frameworks that support operational resilience.