What are the most significant cases or transactions that your legal team has recently been involved in? 

Over the past year, our legal team has supported several strategic initiatives across the Group’s operations in East Africa. These have included advising on regional governance matters, commercial transactions, regulatory engagements and significant dispute management across Kenya, Uganda, Malawi and South Sudan. 

One of my key priorities has been strengthening the legal function itself. We have expanded our regional team, invested in mentoring and developing our lawyers and company secretaries, and built a collaborative way of working that allows our legal counsel in each jurisdiction to support the business while sharing knowledge and expertise across the Group. 

We have also focused on modernising the delivery of legal services by enhancing our digital Board governance platform and developing an in-house Contract Management System. These initiatives have improved governance, strengthened oversight and enabled Legal to support the business more efficiently. 

It has been particularly rewarding to see the legal function become increasingly involved in strategic business discussions, allowing us to identify risks early, provide practical advice and contribute to better business outcomes. 

How do you navigate the legal complexities of cross-border transactions within the East African Community (EAC) and beyond? 

Operating across four jurisdictions means balancing Group governance standards with the legal and regulatory requirements of each country. 

Our approach is built on collaboration. We have experienced legal counsel in Kenya, Uganda, Malawi and South Sudan who understand their local legal environment while working together as one regional legal team. This enables us to share knowledge, identify legal and regulatory developments early and provide consistent, practical advice across the Group. 

We also work closely with business leaders, regulators and external advisers to ensure legal considerations are addressed early in projects and transactions. I have found that successful cross-border legal work is built on strong relationships, understanding the commercial objectives of the business and finding solutions that are both practical and compliant. 

How is your legal function leveraging technology to enhance efficiency in areas such as contract management and compliance monitoring? 

Technology has become an important part of how we deliver legal and governance services. 

We continue to leverage our digital Board governance platform to support secure paperless Board meetings, improve governance reporting and strengthen the tracking of Board resolutions and Committee actions across the Group. 

We also developed an in-house Contract Management System that has improved the way contracts are initiated, reviewed, approved and monitored throughout their lifecycle. The platform has strengthened governance, improved visibility of contractual obligations and enhanced collaboration between Legal and business teams. 

As technology continues to evolve, we are exploring how artificial intelligence can responsibly support legal research, document review and knowledge management. My view is that technology should complement the work of lawyers, enabling them to spend more time advising the business, mentoring their teams and creating value for the organisation.