Team size: 24

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?

By adopting a proactive and adaptable approach, maintaining open communication with all departments, thus ensuring that legal priorities are fully integrated into the broader organisational goals, the legal team is positioned to anticipate potential risks and respond swiftly, minimising disruptions and enabling the business to navigate challenges effectively and make informed decisions during periods of uncertainty.

To further strengthen organisational resilience, we prioritise continuous improvement and learning from experience. We regularly review our internal manual, integrating lessons learned from past events to refine our practices, and we hold quarterly departmental meetings to share knowledge and capitalise on experience. Training is also key to ensuring the legal team stays equipped with the latest knowledge and tools, positioning us to support the business proactively.

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

One of the most significant challenges I face as General Counsel lies in striking the right balance between ensuring strict compliance with all legal and regulatory requirements and simultaneously supporting the business in achieving its strategic goals. This dual responsibility can often give rise to tensions, as there are times when business leaders may question or resist the need for certain regulatory or ethical restrictions, particularly when these are perceived as obstacles to commercial progress or innovation.

Navigating these situations requires a subtle approach. I have found that the most effective way to do this is to position both myself and the legal team not simply as gatekeepers, but as trusted advisers and strategic partners to the business.

To achieve this, I maintain a culture of open communication and active collaboration with stakeholders at every level of the organisation. Rather than taking a purely prohibitive stance, I encourage my team to engage in constructive dialogue, working closely with colleagues to understand their objectives and the commercial context. Together, we explore creative and pragmatic solutions that enable the business to advance its ambitions while remaining firmly within the parameters of legal and ethical compliance.

By consistently demonstrating our commitment to facilitating business objectives — while safeguarding the company’s integrity — we help bridge the gap between legal requirements and commercial imperatives, ultimately building trust and positioning the legal function as an essential enabler of sustainable business growth.

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

One leadership principle that has profoundly shaped my career as a General Counsel is maintaining an open-door policy, which fosters trust, transparency and approachability within the team. I also prioritise flexibility, especially when it comes to managing the personal needs of my colleagues — for example, allowing team members to work remotely if they are dealing with situations such as a sick child at home.

In addition, I hold frequent meetings with the Heads of each legal team reporting to me, ensuring alignment on practices, discussing any challenges and providing guidance as needed. I am proactive in engaging with management by organising meetings with each department we support, so I can better understand their needs and upcoming projects and thereby organise our legal priorities accordingly.

This approach has enabled me to build strong relationships, support my team effectively and deliver high-quality legal advice tailored to the business’s evolving requirements.