Team size: 350

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?

Periods of instability require the legal function to operate as a strategic business partner rather than solely as a provider of legal advice. In highly regulated financial services businesses, uncertainty can arise from market volatility, geopolitical developments, regulatory change, cyber threats or operational disruption. During such periods, my priority is to ensure that legal risk is identified early, assessed pragmatically and managed in a way that supports business continuity and long-term resilience. The focus is on delivering clear, commercially sound guidance that enables the business to make informed decisions while maintaining compliance with regulatory requirements across multiple jurisdictions. This involves close collaboration with executive management, compliance, risk and operational teams to assess evolving risks, identify available options and implement appropriate governance and escalation frameworks.

A key aspect of the approach is ensuring that legal strategy remains aligned with the group’s broader objectives and vision. Protecting licences, safeguarding the company’s reputation, maintaining strong regulatory relationships and supporting sustainable growth are central considerations in every decision. By combining legal judgement with a practical understanding of the business, I help ensure that the organisation can respond effectively to changing circumstances, remain resilient during periods of uncertainty and continue to pursue its strategic goals with confidence.

How do you balance being a legal risk manager with being a strategic business enabler, and where do you see the biggest tensions?

I believe the role of an in-house legal leader is not to eliminate the risk but to help the business understand, manage and take informed risks within an appropriate governance framework. The greatest tension often arises between commercial speed and regulatory certainty, particularly in a fast-paced, multi-jurisdictional financial services environment. My role is to provide practical, solutions-oriented advice or guidance that supports innovation and growth while safeguarding the group’s regulatory licences, reputation and long-term resilience. When we identify risks early, assess potential impact and develop practical solutions that support commercial objectives while maintaining regulatory compliance, we are in a position to make better-informed decisions. By engaging with stakeholders early, understanding the commercial drivers behind key decisions and fostering a culture of collaboration, the legal function becomes a trusted strategic partner that protects the organisation while enabling sustainable growth.

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

AI and automation are reshaping the legal profession by increasing efficiency, improving access to information and enabling legal teams to deliver more strategic, data-driven advice. In a highly regulated financial services environment, I see AI as a tool to augment, not replace, legal judgement. Within my team, we embrace technology to improve legal operations and legal research while maintaining robust governance, data security and human oversight to ensure accuracy, accountability and compliance. Used responsibly, AI enables legal teams to become more proactive, agile and business-focused.

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

The leadership principle that has had the greatest impact on my career is having the courage to provide independent, objective advice, even when it is unpopular. A GC’s role is not simply to facilitate business decisions, but to ensure that risks are properly understood and managed. I have learned that credibility and trust are built through consistency, transparency and a willingness to challenge constructively when necessary. At the same time, effective legal leadership requires balancing legal risk with commercial realities. By combining independence of judgement with a solutions-focused mindset, I have been able to support business growth while protecting the organisation’s long-term interests, reputation and regulatory standing.