Legal team size: 11

Major legal advisers/ external counsel: ENS-Rwanda, Joseph Hage Aaronson & Bremen LLP (JHA&B)

What country are you based in? Rwanda

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

In the coming years, I foresee increased regulatory complexity across sectors, especially in energy, data protection, ESG (Environmental, Social, Governance) compliance, and cross-border transactions. Companies will need to navigate ever-stricter ESG requirements, not only to comply, but also to secure financing and attract investment. In parallel, digital transformation will continue to disrupt traditional legal functions: smart contracts, blockchain-based transactions, and AI-driven due diligence will shift the focus from manual review to oversight of automated systems. Finally, cross-border projects, especially in the energy domain, will demand agile legal frameworks that can accommodate evolving trade agreements, local content mandates, and regional power-pooling initiatives. Preparing for these trends means building in-house capabilities in technology oversight, sustainability law, and international arbitration.

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

One of the most memorable experiences was leading legal advisory and negotiations on critical Power Purchase Agreements (PPAs) at Energy Utility Corporation Limited (EUCL). These agreements often involve multi-party, cross-jurisdictional stakeholders and require balancing legal, regulatory, and commercial considerations. Another significant experience was my contribution at the Rwanda Law Reform Commission, where I participated in legislative drafting and policy reform. It was both a legal and nation-building role, giving me the unique perspective of shaping the legal framework within which the private sector operates.

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

The legal department plays an integral role in ensuring the company’s strategic decisions are legally sound and risk-informed. We support project execution by ensuring contractual robustness, guiding regulatory compliance, and managing legal risks that could impact project timelines and financial performance. For example, in infrastructure development and investment partnerships, we ensure that agreements protect the company’s interests and align with national energy goals. We also guide governance practices at board and senior management levels, helping foster a culture of compliance and ethical leadership.

How are you bringing the legal department closer to your business colleagues?

I’ve prioritised transforming the legal department from a reactive function to a proactive business partner. This includes embedding legal personnel in major projects from the planning phase and offering training sessions to business units on legal and regulatory topics. I also encourage open-door engagement so that colleagues view the legal team as a resource for strategic problem-solving, not just risk aversion. Our collaboration with finance, engineering, and procurement teams on contract design and dispute management is now routine, making legal considerations part of everyday business operations.