Team size: 5

What are the key projects that you have been involved in over the past twelve months?

Amoanimaa Agyenim-Boateng participated in a cross-functional team working with the National Pensions Regulatory Authority to support the launch of Ghana’s first pension-backed digital lending product delivered via a mobile application and directed the planning and coordination of the Group-wide annual strategy meeting, bringing together directors from all five companies to align on strategic priorities.

Amoanimaa led the Group’s participation in a major rights issue and private placement for a leading Ghanaian bank, contributing to its capital-raising and full recapitalisation strategy. She directed negotiations and drafted complex legal documentation — including joint venture, property acquisition, and development agreements — for strategic real estate projects involving JL Properties, Seso Global, Eagle Properties, Omni Prestige Homes, the State Housing Corporation, and GCB REIT, advancing the Group’s home sales and real estate portfolio. She ed multiple loan and financing transactions with top-tier financial institutions, including GCB Bank, Access Bank, and Absa Bank. Amoanimaa also drafted and negotiated software development agreements for the deployment of AI-powered agents to enhance the Group’s technology and operational capabilities.

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

Transitioning from big law to in-house. In an environment where an in-house transition is often assumed to be the “easier” route, I quickly learned that this assumption was far from the truth. In-house is not easier – it’s just a different kind of hard. As General counsel, the pressure is just as intense. You’re the single point of legal accountability in the building. You’re juggling regulatory deadlines, business risks, and internal politics, often with limited information and zero room for error. You don’t just provide legal advice anymore. You translate risk into commercial strategy. You’re a business partner and leader. Long hours? Still there. Pressure? Check. Recognition? Let’s just say you’ll often watch the business celebrate a big win with nary a shout-out to the person who made sure it was legally sound. Different. Not easier.

How can general counsel foster a corporate culture that supports ESG principles and compliance across all levels of the organisation?

General Counsels are uniquely positioned to turn ESG from a compliance headache into a strategic advantage. The legal function sits at the intersection of risk management, governance, and strategy, making it a natural driver of ESG transformation. General Counsels can lead this charge by: supporting the board of directors and senior management to put in place relevant internal structures, policies, systems, and processes for ESG oversight, fostering collaboration across the business. Management of ESG standards should be jointly driven by all departments and must be collaborative in nature. General Counsels must work with operations, HR, procurement, sustainability teams, and finance to embed ESG in every function, leveraging technology to drive ESG initiatives. Digital tools such as ESG reporting software, AI-powered contract management, and regulatory monitoring platforms help identify risks, track performance, and ensure timely disclosure of ESG metrics.

What is a cause, business or otherwise, that you are passionate about?

I am passionate about literacy. I run an NGO called the Friendship Library LBG. The Friendship Library aims to help children, especially from low-income backgrounds, thrive in reading and learning by leveraging technology, mentorship, and structured support.