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?

We live in an era where the exponential growth of artificial intelligence and technological innovation is transforming the business landscape at unprecedented speed, creating significant opportunities but also novel challenges. Organisations are required to adapt to emerging risks and new operating models while maintaining resilience, credibility, and long-term sustainability. As a result, management must navigate an increasingly broad spectrum of risks and strategic challenges, ranging from technological transformation to sustainability and long-term value creation.

By its nature, the legal function sits at the intersection of business strategy, operations, and regulatory compliance. Our role is not simply to identify risks, but to help the organisation achieve its objectives while managing those risks and remaining fully compliant. This requires a deep understanding of the operational realities of the business and an ability to look beyond the law itself.

During periods of instability or crisis, legal strategy cannot operate in isolation. It must be fully aligned with the broader business strategy, enabling the organisation to respond quickly, identify novel risks, make informed decisions, and remain resilient under pressure. The General Counsel increasingly serves as the bridge between leadership, operations, and regulatory requirements, ensuring that legal advice is practical, business-oriented, and aligned with the organisation’s long-term objectives. In challenging times, our role is not only to protect the organisation, but also to help it move forward with confidence.

Do you have a cause, business-related or otherwise, that you are passionate about?

Animal welfare. To me, the way we treat animals is one of the clearest reflections of our humanity. It speaks to our capacity for empathy, respect, and responsibility towards those who cannot speak for themselves. In a world increasingly focused on technology and progress, I believe it is equally important not to lose sight of compassion. Supporting animal welfare is not only about protecting animals; it is also about promoting a culture of care, responsibility, and respect for all living beings. For that reason, I support initiatives that encourage ethical treatment, advance animal welfare, and promote more sustainable and responsible practices.

What is the biggest shift you have seen in the role of General Counsel in the past five years, and how do you see it evolving further?

The General Counsel role evolves from a compliance-focused legal advisor to a guardian of culture, trust, and organisational resilience. As the business environment becomes increasingly complex and technology continues to transform the way we work, our role extends well beyond legal compliance. We increasingly act as guardians of corporate culture and values. While technology may enhance efficiency and decision-making, it cannot replace human judgement, critical thinking, or trust.

The General Counsel plays a vital role in fostering psychological safety and maintaining credible whistleblowing mechanisms. Employees must know that they can speak up without fear and that there will always be someone willing to listen. That trust is a prerequisite for healthy leadership, innovation, and sustainable growth.

Looking ahead, I believe this aspect of the role will become even more important. Ultimately, the General Counsel of the future will operate beyond compliance and serve as the guardian of the trust that connects people to their organisation.

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

Ultimately, it is all about caring for the people you work with. Leadership is less about authority and more about responsibility. As a team leader, one of my most important roles is to create an environment where people can thrive, grow, and perform at their best without sacrificing their wellbeing. The legal profession is demanding, with high stakes, relentless deadlines, and constant pressure, so it is important to protect teams from unnecessary stress and the risk of “big law burnout.” People do their best work when they feel supported, respected, and psychologically safe; when they know they can ask questions, make mistakes, challenge ideas, and speak openly without fear. In my experience, the strongest teams are not built solely on expertise or hard work, but on trust, empathy, and the genuine sense that someone cares about their success and has their back when challenges arise. If there is one leadership principle that has had the greatest impact on my career, it is this: take care of your people, and they will take care of everything else.