Team size: 100+

How do you ensure the legal function supports business resilience during periods of uncertainty or disruption?

In my experience, business resilience is not built during times of disruption; it is built long before disruption occurs. Whether uncertainty comes from geopolitical tensions, regulatory changes, cybersecurity threats, or economic volatility, I believe the legal function can play a meaningful role in helping organisations remain resilient.

For me, one of the most important factors is trust. The stronger the relationship between the legal function and business teams, the easier it becomes to anticipate challenges, address concerns early, and navigate uncertainty together.

When trust exists, information flows more openly and conversations happen sooner. Involving legal teams early often helps prevent issues from becoming crises and supports informed decision-making. This is why I place great importance on being accessible, listening carefully, and maintaining regular dialogue with stakeholders across the organisation.

Beyond technical expertise, I believe soft skills play a critical role. During periods of uncertainty, people are often looking for clarity, perspective, and reassurance. The ability to communicate clearly, bring different viewpoints together, and help navigate complex decisions can be just as valuable as legal knowledge itself.

I have also learned that resilience is closely linked to preparation. It is not only about responding effectively to unexpected events; it is about creating the right foundations beforehand. Governance, compliance, and processes are important, but resilience also comes from communication and collaboration across teams.

Technology is becoming an increasingly valuable enabler. In fact, technology and AI support legal resilience and agility by enabling faster access to information, better risk visibility, and more consistent decision-making. At the same time, technology does not replace judgement, collaboration, or human relationships.

Ultimately, resilience is about creating the conditions for people to make informed decisions, adapt to change, and move forward together when uncertainty arises. By building trust, encouraging dialogue and helping teams navigate uncertainty, the legal function can contribute to the confidence and resilience organisations need to move forward.

What is one leadership principle or practice that has had the greatest impact on your career as a GC?

If I had to identify one leadership principle that has had the greatest impact on my career as a General Counsel, it would be the belief that leadership is ultimately about people and the positive impact we can have on them.

Early in my career, I naturally focused on developing technical expertise and legal knowledge. While these remain essential, I have come to realise that leadership is less about what we know and more about how we enable others to succeed.

One practice that has had a significant impact on me is fostering an environment where people feel comfortable sharing ideas, challenging assumptions, and learning from one another. In increasingly complex organisations, the best solutions rarely come from one individual alone. They emerge from collaboration, diverse perspectives, open dialogue and meaningful relationships.

I have also learned that leadership is not about having all the answers, it is about developing confidence, encouraging professional growth, and enabling people to reach their full potential.

Some of the most rewarding moments in my career have been seeing team members take on new responsibilities and thrive. Over the years, I have learned that the most impactful leaders are not necessarily those with the strongest technical expertise. They are the ones who create trust, inspire collaboration, and help others unlock their full potential.

My guiding principle is simple: invest in people, develop soft skills, and create an environment where everyone can grow and contribute. When you do that, performance and long-term success naturally follow.

What is the most overlooked skill or mindset that today’s in-house lawyers need to succeed at the highest level?

In my view, the most overlooked skill that in-house lawyers need today is not legal expertise, but the ability to combine legal judgement with a deep understanding of the business and the ability to build meaningful relationships across the organisation.

Legal knowledge remains the foundation of our profession, but it is no longer what truly differentiates lawyers. In-house counsel are expected not only to identify risks and interpret regulations, but also to support decision-making, contribute to strategic initiatives, and help organisations navigate increasingly complex environments.

Too often, lawyers focus on providing the technically correct answer without fully considering the broader business context. The lawyers who create the most value are those who understand how the company operates, what it is trying to achieve, and the challenges its teams face every day. This allows them to provide advice that is both legally sound and practical.

Curiosity and adaptability have also become critical. Technology, artificial intelligence, sustainability challenges, geopolitical developments, and evolving regulations continue to reshape the business landscape. Lawyers need to remain open-minded and willing to learn throughout their careers.

I have found that the lawyers who succeed at the highest level are not necessarily those who know law the most. They are the ones who combine legal expertise with sound judgement, business understanding, adaptability, and the ability to build meaningful relationships across the organisation.