What are the key projects you have been involved in over the past twelve months?

Over the past twelve months, I have been actively involved in several strategic transactions related to the acquisition and divestiture of assets within the hospitality sector. These projects have represented some of the company’s most significant strategic initiatives during the period.

In my role, I have led and coordinated the legal workstreams associated with these transactions, including structuring, due diligence, negotiation, risk assessment, contract drafting and regulatory compliance. I have worked closely with senior management and cross-functional teams to ensure that legal considerations were fully aligned with the company’s commercial and operational objectives.

The impact of this work has been the successful advancement of strategic opportunities while safeguarding the company’s interests, mitigating legal and regulatory risks and facilitating efficient decision-making processes. These projects have reinforced the legal department’s position as a business enabler and a trusted advisor in the execution of complex corporate initiatives.

Can you describe an instance where your legal advice directly influenced business strategy or commercial objectives?

A recurring example throughout the past year has been my involvement in strategic asset transactions, where legal analysis and risk assessment have played a significant role in shaping the company’s commercial approach and decision-making process.

In these matters, my role extended beyond identifying legal risks. I worked closely with business leaders to evaluate alternative structures, negotiate key contractual provisions and develop solutions that balanced commercial objectives with legal and regulatory requirements. By providing a practical and business-oriented legal perspective, I was able to support management in making informed decisions regarding transaction strategy, timing and risk allocation.

This approach helped ensure that commercial opportunities could be pursued efficiently while maintaining an appropriate risk profile and protecting the company’s long-term interests. It reflects my view that the legal function should operate as a strategic business partner, contributing not only legal expertise, but also practical guidance that supports growth, value creation, and sustainable business success.

What key trends should in-house counsel be monitoring over the coming months?

In-house counsel should closely monitor three interconnected trends: the increasing use of artificial intelligence (AI) and emerging technologies, the growing focus on corporate governance and compliance and the evolving regulatory landscape affecting business operations and strategic transactions.

As organisations continue to leverage technology to improve efficiency and competitiveness, legal teams will play a critical role in addressing issues related to data protection, cybersecurity, intellectual property and the responsible use of AI. At the same time, stakeholders, regulators, and investors are placing greater emphasis on transparency, governance and risk management, making compliance an increasingly strategic function.

Additionally, in-house counsel should remain attentive to economic and market developments that may influence investment decisions, asset transactions, and corporate growth strategies. The ability to anticipate regulatory changes and translate them into practical business guidance will continue to be a key differentiator for legal departments.

How has the role of general counsel evolved, and what are the most important attributes for the modern in-house lawyer?

The role of general counsel has evolved significantly from that of a traditional legal advisor to that of a strategic business partner. Today, legal leaders are expected not only to provide sound legal advice, but also to contribute to commercial decision-making, corporate strategy, governance and risk management.

Modern in-house lawyers must understand the business as deeply as they understand the law. They are expected to participate in strategic discussions, facilitate growth opportunities and help organisations navigate increasingly complex legal and regulatory environments.

Among the most important attributes for today’s in-house counsel are strong business acumen, strategic thinking, adaptability, effective communication and the ability to balance risk management with commercial objectives. Equally important is the capacity to build trusted relationships across the organisation and to provide practical, solution-oriented advice that enables the business to move forward confidently and responsibly.

How can in-house counsel use AI to improve efficiency while maintaining quality, governance and integrity within legal teams?

AI presents a significant opportunity for legal departments to enhance efficiency and focus resources on higher-value strategic work. AI can support tasks such as legal research, contract review, document drafting, knowledge management, due diligence and the analysis of large volumes of information, allowing lawyers to dedicate more time to complex decision-making and business advisory functions.

However, the adoption of AI must be accompanied by robust governance frameworks and clear internal policies. Legal teams should ensure that the use of AI complies with confidentiality obligations, data protection requirements, cybersecurity standards and ethical considerations. Human oversight remains essential, particularly in matters involving legal judgment, risk assessment, negotiation strategy and business-critical decisions.

The most effective approach is to view AI as a tool that augments professional expertise rather than replaces it. When implemented responsibly, AI can increase productivity, improve consistency and support better decision-making while preserving the quality, integrity and accountability that are fundamental to the legal profession.