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?

Shipping has always operated in an environment shaped by constant change — whether geopolitical developments, sanctions, evolving regulation or market volatility. In that context, I believe the role of the General Counsel is not simply to protect the business from risk, but to help the business navigate uncertainty with confidence.

My approach is to ensure that legal is involved early in strategic discussions, enabling risks to be identified before they become obstacles. Legal advice is most valuable when it is practical, commercially informed and aligned with the company’s long-term objectives. The integration that led to the creation of InterMaritime Shipmanagement reinforced this philosophy. Beyond managing legal workstreams, the objective was to help establish a unified governance framework, align compliance practices and support a culture that could thrive through change.

How do you see AI and automation reshaping the legal profession, and how are you leveraging technology in your own legal team?

AI is changing the legal profession by enabling lawyers to focus less on repetitive processes and more on strategic judgement, risk assessment and business value. I see AI as an opportunity to augment legal expertise rather than replace it.

As a member of BIMCO’s Advisory Board for the Agentic Contracts initiative, I have the privilege of contributing to discussions on how technology can reshape contractual relationships within the maritime industry. This has reinforced my belief that innovation must always be accompanied by strong governance, accountability and ethical oversight. The real value of AI lies not only in efficiency, but in helping legal teams become more proactive advisers to the business.

What is one leadership principle or practice that has had the greatest impact on your career as a GC?

The leadership principle that has shaped my career most is leading through trust.

Trust is earned by being technically credible, commercially pragmatic and consistent in difficult situations. People do not expect the General Counsel to have every answer immediately; they expect thoughtful judgement, integrity and the confidence to guide the organisation through complexity.

I have found that the most successful legal teams are approachable, curious and closely connected to the business. My goal has always been to ensure that legal is viewed not as a gatekeeper, but as a strategic partner that helps colleagues innovate responsibly, solve problems and achieve sustainable growth.