What are the most significant cases, projects and/or transactions that you and/or your legal team have recently been involved in?

Our recent work centres on three pillars: legal transformation, major litigation, and high-value client transactions.
In legal transformation, we redesigned core processes such as intake, review, and approvals, and deployed playbooks and a digitised contract workflow to reduce cycle times and improve risk consistency. We also introduced matter metrics and dashboards, enabling business leaders to view throughput, escalations, and ageing at a glance.
In major litigation, we manage a small number of strategically important disputes, focusing on early case assessment, settlement where value-positive, and trial readiness where precedent matters.
For high-value transactions with clients, we supported complex commercial agreements and renewals, balancing revenue acceleration with appropriate guardrails on liability, intellectual property, data, and termination. Standard positions and variance tracking maintained consistency across jurisdictions without disclosing deal specifics.

How do you approach managing legal aspects during periods of instability or crisis to ensure the organisation’s resilience?

Preparation beats improvisation. We maintain playbooks for cyber, regulatory, product, and supply events, including decision trees, owner maps, and pre-drafted communications. In an incident, we establish a cross-functional room with a single source of truth, protect privilege where appropriate, and provide concise factual updates to leadership outlining options, risks, and recommendations.

What strategies do you employ to ensure the successful digital transformation of a legal department while maintaining compliance with your country’s data protection laws?

To me, digital is an enabler of data protection compliance, not the other way round. By building privacy-first tools and workflows, we capture, track, and audit data far more efficiently and reliably than manual methods allow. In practice, we use automated Records of Processing and DPIA workflows that surface risks early; data mapping and lineage to show where personal data flows; role-based access and immutable audit trails to evidence accountability; retention rules with auto-deletion to minimise data; and jurisdictional toggles (consent modes, feature flags) to adapt to local requirements. Vendor choices are governed by transfer impact assessments, SCCs where relevant, and security baselines, and product releases proceed only with documented legal sign-off. The result is fewer late-stage reworks, faster audits, and measurable compliance at scale.

AI has been taken seriously as a potentially revolutionary technological change in the legal world for a number of years now. Has it had a meaningful impact in how your legal team works in this time?

AI accelerates drafting and analysis under clear guardrails. Approved tools assist with clause comparison, policy diffs, and summarising large records; sensitive data is redacted or handled in secure environments; and every output undergoes human review. We maintain audit logs, prohibit representing AI outputs as legal advice, and measure the impact on cycle time and quality. The net result is more time for judgement-heavy counselling while maintaining confidentiality and compliance.

How does your team contribute to the overall business strategy of the company? Can you share an example of a recent legal-led initiative that had a significant impact?

We treat Legal as a link in the company’s value chain: the faster we can transact effectively and under control, the faster the business reaches the market, books revenue, and delights customers. To operationalise this, we segmented our entire contract flow along two axes – business importance and legal risk – and then built distinct processing channels for each segment.
For standard risk, Legal samples for quality. For moderate risk, negotiators work from playbook fallbacks with limited escalation. For strategic matters, there is early legal engagement, a cross-functional war room, tailored risk allocation, and executive visibility.