Team size: 4

What are the key projects that you have been involved in over the past 12 months?

In 2025, one of the key initiatives I led was the launch of Quidget, an AI-powered chatbot designed to automate customer support interactions. This project involved close collaboration between legal, product, technology, and information security teams to ensure the tool’s functionality complied with applicable consumer protection, data privacy, and AI-related regulations, including new obligations under the EU AI Act. I oversaw the legal risk assessment, vendor and technology partner agreements, and the development of governance protocols for AI output monitoring. The result was a scalable, compliant solution that improves customer response times, enhances user experience, and frees human teams to focus on higher-value work, while embedding safeguards to protect data and uphold ethical AI standards. Given the fast-paced nature of the technology sector, this remains an ongoing process, with legal and compliance oversight applied as new features are developed and deployed.

I also led the creation of a suite of in-house legal tools to streamline vendor assessments, summarise contractual obligations for operational teams, and enhance Know Your Customer (KYC) checks for new clients. These tools have accelerated onboarding, improved compliance accuracy, and empowered business units to meet contractual and regulatory requirements more effectively.

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

From my perspective, being a modern in-house counsel is about far more than just knowing the law, it’s about thinking strategically, understanding technology, and balancing risk without slowing the business down. In tech, that means staying on top of trends like data governance and AI regulation, and making sure the legal team helps drive innovation rather than block it. I try to lead by example, encouraging my team to work confidently with AI tools, while giving them the training and guardrails to use them responsibly. When used well, AI can speed things up and make our work sharper, but it should always complement, not replace, legal judgment. For me, the most valuable counsel are those who can adapt quickly, anticipate what’s ahead, and translate complex legal issues into practical, business-ready advice.

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?

Successful digital transformation in a legal department starts with a clear roadmap that aligns technology adoption with business priorities and regulatory obligations. I begin by mapping existing processes, identifying high-impact areas for automation or optimisation, and selecting tools that meet strict security and data residency requirements. Compliance with data protection laws is embedded from the outset through privacy impact assessments, vendor due diligence, and contractual safeguards. I work closely with our Information Security and Technology departments to identify and mitigate potential risks. Change management is equally critical: I provide targeted training to legal teams to build confidence with new tools, foster a culture of responsible innovation, and maintain transparent governance over data use. This ensures we capture the efficiency and insight benefits of digital transformation without compromising legal integrity or client trust.