Team size: 11

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

Over the past 12 months, I have been leading the legal processes to renegotiate some financial terms of two solar project agreements that were awarded before the end of 2024. These projects will add about 70 megawatts of power to the national grid upon completion. The negotiations were successful, and all parties were satisfied with the new terms, which make the project viable and easy to implement within the agreed time frame.

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

My experience in the area of Renewable Energy stands out for me. My Company （Bui Power Authority） is the leading Renewable Energy company in Ghana. Besides the 404-megawatt Hydro Plant, which was constructed by Sinohydro of China, I played a key role in the negotiations, contracting, and implementation of the first 50-megawatt solar construction project at Bui, which was completed in 2021. Currently, we have ongoing 170-megawatts of solar construction projects at various stages of completion in Bui and Yendi. The preparations of the construction agreement, the Power Purchase Agreements, and the financial agreements were experiences that I feel proud of.

What do you think are the most important attributes for a modern in-house counsel to possess?

I believe the modern-day in-house counsel should be an all-around counsel who fully understands the operations of the business, its products or services, financials, growth strategy, etc., while leveraging on his/her legal knowledge to support the business to achieve its targets or objectives. Many in-house counsels complain of a lack of recognition and involvement in the activities of an organisation, but I believe that when the modern in-house counsel demonstrates understanding of the operations of the business and positions himself/herself as a proactive gatekeeper of the business, he/she will be accorded the needed recognition and will be more involved in the activities of the business.

How do you prioritise diversity and inclusion within your legal department, and what initiatives have you implemented to foster a more inclusive work environment?

We have three major Units in the legal department. That is, Corporate Transaction, Litigation and Dispute Management, and Compliance and Contract Management. Over the years, we have developed the competencies and skills of the staff in the department to fit into at least one of the Units. To ensure that all the Units are involved, tasks are assigned based on the subject area to a Unit to lead the task, while the remaining Units are kept in the picture either for their input, where applicable, or by way of information. We also do a bi-weekly departmental meeting to provide updates on the tasks assigned to each Unit. This keeps everybody involved and informed.