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 organisational resilience?

During periods of instability or crisis, my approach is centred on providing practical legal guidance, and ensuring close alignment with the organisation’s broader business objectives. I believe that effective crisis management should not begin only when a crisis occurs; a resilient organisation must continuously assess potential risks, identify areas for improvement, and prepare for changing circumstances. The role of the in-house legal team is not only to respond to legal, regulatory, and compliance challenges but also to understand the wider external factors that may impact the organisation’s operations. In today’s fast-paced environment, geopolitical developments, market changes, technological advancements, and evolving stakeholder expectations can all influence business decisions and risk exposure.

My approach focuses on risk assessment, scenario planning, collaboration and coordination with key stakeholders to anticipate challenges. Periods of instability also present valuable opportunities to review existing processes, strengthen controls, and enhance organisational resilience. By working collaboratively across functions and acting as a strategic partner, the legal counsel can help the organisation navigate uncertainty, adapt to change, and continue to achieve its objectives with confidence.

What is the most overlooked skill or mindset that today’s in-house lawyers need to succeed at the highest level?

The most overlooked factor is not a single skill or mindset, but rather the ability to combine several critical capabilities that together enable in-house lawyers to succeed at the highest level.

Today’s most effective in-house lawyers bring together deep legal expertise, strong commercial acumen, the ability to influence stakeholders, and the judgement to communicate advice in a way that supports decision-making. While technical legal knowledge remains fundamental, the role of the modern in-house lawyer extends far beyond providing legal advice. Successful in-house counsel understand their organisation’s strategy, objectives, challenges, and risk appetite, allowing them to deliver practical, business-oriented guidance that supports informed decisions.

What I have come to understand so far is that commercial acumen is particularly important because the best outcome is not always the one that eliminates entirely or the greatest amount of legal risks. More often, it is the solution that appropriately balances risk with the organisation’s strategic and commercial objectives. Equally important is the ability to influence stakeholders. In-house lawyers must build trust, communicate complex issues clearly, and collaborate effectively with stakeholders at all levels of the organisation. Ultimately, the highest-performing in-house lawyers are those who are regarded not only as legal advisers, but as trusted strategic partners. Their ability to combine legal expertise, business understanding, sound judgement, and stakeholder influence enables them to create meaningful value and contribute directly to the achievement of organisational goals.

What do you see as the biggest challenge or opportunity for in-house legal teams in 2026, and how are you preparing for it?

If I had to pick one, I would say the biggest opportunity, and at the same time the biggest challenge, for in-house legal teams is embedding AI into the legal function and across the business, whilst maintaining appropriate governance and oversight. AI has the potential to transform how legal teams work by improving risk identification, reducing time spent on routine tasks, and therefore allowing lawyers to focus more on strategic business advice. However, it also creates significant challenges verifying the accuracy and reliability of AI-generated outputs, keeping pace with evolving AI regulations and industry expectations, managing confidentiality and data privacy risks and establishing acceptable-use policies. I am preparing for this opportunity / challenge by building a deeper understanding of both the technology itself and the rapidly evolving regulatory landscape, whilst exploring practical ways to leverage AI responsibly within legal processes. The focus for legal teams is to become a more strategic business partner by leveraging technology to reduce administrative workload, create capacity and enable greater focus on higher-value legal work. The legal teams that will thrive will be those that embrace new technologies and use them responsibly to enhance efficiency and productivity, whilst ensuring that human judgement, critical thinking, and professional accountability remain at the centre of decision-making.