Team size : 4

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

I led the legal execution of multiple acquisitions, including coordinating due diligence, structuring, and negotiation of SPAs and shareholder agreements. I oversaw integration of portfolio company legal functions post-closing, ensuring compliance alignment and risk mitigation.

Regulatory and compliance frameworks were another key project. I implemented group-wide ESG and sustainability reporting policies in line with SFDR and CSRD requirements and strengthened anti-money laundering (AML) and sanctions screening processes across investment and portfolio company operations.

I provided portfolio company support, including strategic legal support to management teams on refinancing, commercial contracts, and cross-border expansion. I also managed disputes and litigation strategy in two significant matters, balancing cost efficiency with strategic outcomes.

We also had a number of governance and internal projects. I refreshed group compliance manuals, code of conduct, and whistleblowing framework, and led a technology transformation project in the legal team, including the roll-out of a contract lifecycle management system.

How do you approach managing legal aspects during periods of instability or crises, and how does your legal strategy align with the broader business strategy to ensure the organisation’s resilience?

In periods of instability or crisis, my approach is to prioritise clarity, speed, and alignment with the wider business objectives. The legal function must act as both a risk manager and an enabler of decisive action.

First, I ensure that the legal team provides the business with clear, actionable advice, free of unnecessary complexity. This often involves scenario planning and stress-testing key assumptions so that leadership can make informed decisions quickly.

Second, I focus on safeguarding the organisation’s resilience by identifying the most material risks — whether regulatory, contractual, or reputational — and ensuring that robust mitigation strategies are in place. At the same time, I look for opportunities to use the legal framework proactively, for example by renegotiating terms with counterparties, ensuring compliance with rapidly changing regulations, or securing flexibility in financing arrangements.

Finally, I anchor the legal strategy to the broader business strategy. That means not just protecting the downside but supporting growth and stability: ensuring our fund structures and portfolio companies remain compliant, governance frameworks are strong, and ESG considerations are embedded into our decision-making. By integrating the legal perspective into strategic planning, we help the organisation remain both agile and resilient, even in volatile environments.

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

A modern in-house counsel must combine technical excellence with commercial acumen and adaptability. The role is no longer limited to risk mitigation; it requires acting as a strategic partner to the business.

The most important attributes, in my view, are: a commercial mindset – the ability to translate complex legal issues into practical solutions that support business objectives; agility and resilience – responding effectively to evolving market, regulatory, and geopolitical challenges, often under time pressure; strong communication – building trust by giving clear, concise advice and influencing stakeholders at all levels; a forward-looking perspective – anticipating legal and regulatory developments, particularly around ESG, technology, and compliance, and preparing the organisation proactively; and leadership and collaboration – empowering teams, fostering cross-functional cooperation, and ensuring legal is seen as an enabler rather than a blocker.

Ultimately, modern in-house counsel must balance protecting the organisation with driving its growth and resilience. This dual role — guardian and business partner — is what makes the function integral to long-term success.