How do you approach managing legal aspects during periods of instability or crises, and how does your legal strategy align with the broader business strategy to ensure the organisation’s resilience?

During periods of instability or crisis, managing legal aspects effectively requires a strategic, collaborative, and forward-thinking approach. Legal teams must work closely with operational and business units to foster alignment, drive innovation, and enhance efficiency. This cross-functional collaboration ensures that legal strategies are not developed in isolation but are fully integrated with the broader business objectives, thereby reinforcing organisational resilience.

A critical component of this alignment is the ability to adapt legal frameworks to evolving business models, particularly in sectors undergoing transformation, such as energy. This involves rethinking traditional risk assessments and contractual structures to accommodate new paradigms. Legal teams must champion agile and creative approaches that support strategic decision-making across commercial, procurement, and operational functions. By doing so, they not only mitigate risk but also enable the organisation to navigate uncertainty with confidence and agility.

What emerging technologies do you see as having the most significant impact on the legal profession in the near future, and how do you stay updated on these developments?

Emerging technologies, particularly Artificial Intelligence (AI), are poised to significantly transform the legal profession in the near future. In the Oil and Gas sector, where contract complexity and regulatory scrutiny are high, AI-powered tools for contract review are becoming especially impactful. These tools can automatically identify deviations based on predefined rule sets and historical data, enabling faster and more accurate risk assessments.

Additionally, the integration of data analytics allows legal teams to identify trends across past agreements and recommend optimal clauses tailored to specific contract scopes. This not only enhances the quality of legal analysis but also frees up time for legal professionals to focus on strategic, high-impact projects—improving agility and decision-making across the organisation.

To stay current with these advancements, I actively engage in academic and professional development. Most recently, I completed a postgraduate program at CESA University titled ‘Female Leadership on Boards of Directors’. This program provided valuable insights into the challenges and opportunities presented by AI in corporate governance and legal operations, and how organisations are adapting to these changes. Continuous learning remains essential to understanding evolving legal technologies and ensuring their responsible and effective implementation.

How do you prioritise diversity and inclusion within your legal department, and what initiatives have you implemented to foster a more inclusive and equitable work environment?

I view diversity and inclusion as foundational pillars for building an equitable and high-performing atmosphere. Rather than relying solely on formal programs, I believe the most impactful initiatives are embedded in our daily actions and leadership behaviors. By fostering a culture where diverse perspectives are actively heard and valued, we enable more thoughtful decision-making and innovative problem-solving.

In practice, this means creating an environment where every team member feels safe to express their ideas and contribute their unique experiences. As a leader, I prioritise inclusive behaviors—such as encouraging open dialogue, recognising contributions from all voices, and ensuring equitable access to opportunities. These daily practices cultivate a sense of belonging and psychological safety, which are essential for team success.

Ultimately, diversity and inclusion are not just values, they are strategic enablers that strengthen our function and enhance our ability to support the business in a dynamic and complex environment.