Team size: 4

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

The Payment Systems and Services Act 2019, (Act 987) requires that any company which is subject to that law, and eligible to be licensed or have a licence renewed as a payment service provider or electronic money issuer requires thirty percent local equity participation. As a result of this, we were obligated to go through a structural change to meet this requirement. We also strategically initiated the process to fully separate from

our parent company and operate as an independent entity. This process involved liaising with transaction advisors, reviewing complex agreements, negotiations, an EGM with shareholders to explain the new structure, regulatory clearances, Group guidance among other conditions precedent. The process is still ongoing but revealed the intricacies of how a complex deal should be approached and the amount of time required to ensure that all stakeholders are satisfied with the approach taken within the confines of the law.

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

Modern in-house counsel should possess very strong business acumen, be tech savvy and be able to manage risks effectively. Strategy should be at the core of the skills a modern-in house counsel should have. You should be able to understand the commercial value and impact of your firm on shareholders and your ecosystem, be poised to navigate regulatory pressure and place importance on stakeholder partnerships.

You should be in a position where you can positively influence decision making within your organisation while working closely with the Executives, Regulators, External Legal Counsel/Firms, Product and Technology teams as well as your customer base. Your communication skills will also determine how you decipher complex legal issues and translate them into simple, clear, concise and digestible nuggets.

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

Diversity and inclusion are central to our identity, culture, and strategic intent as an organisation. Our foundation is grounded in the belief that everyone deserves the benefits of a modern connected life. We also use a global D&I wireframe with principles, frameworks, and tactical programmes aimed to track improvements via metrics and a leadership-led D&I agenda from the Group Executive Level down to the Local Opco level.

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

Every corporate body should incorporate ESG principles into how it operates. My organisation as part of a wider Group has a sustainability vision to create and protect shared value through responsible environmental, social, and governance practices. The vision is mapped out into four pillars: Doing for planet, doing for people, doing for growth and doing it right. We believe that our ESG strategy should not be treated as compliance, but as a core driver of long-term business value and societal progress, that way it is embedded into our culture and how we do things for the benefit of all, rather than as a tick-box exercise.