Team size: Five

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 organizational resilience?

In marine fuels, instability is part of normal business. Sanctions regimes change overnight, counterparties come under financial pressure, fuel quality disputes arise without warning, and geopolitical events can redraw trading routes in a matter of days. My approach starts long before any crisis. We build resilience into our contracts, our counterparty due diligence and our compliance frameworks, so that when something goes wrong, the business already knows where it stands.

When a crisis does hit, my first priority is clarity. I bring together the right people from trading, operations, finance and management. We establish the facts quickly and set out the options in plain terms, together with the risk attached to each one. Decisions in our industry often have to be made within hours. The legal function’s job is to make those decisions well informed, not to slow them down.

Our legal strategy is not separate from the business strategy. It is part of it. The Group’s growth depends on being able to enter new markets, take on new ventures and trade with confidence. My role is to make sure the legal and risk frameworks behind that growth are strong enough to withstand pressure. Resilience, in my view, comes from preparation, close communication with the business and a calm response when the unexpected happens.

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

The most overlooked skill, I would say, is the ability to translate legal complexity into commercial reality. Technical legal expertise is essential, but it is rarely enough on its own. The most effective in-house lawyers understand the business, communicate clearly and help management navigate risk while still achieving strategic objectives. In-house counsel are at their best when they are viewed not as obstacles, but as trusted business partners who can balance legal protection with commercial opportunity. Coupled with resilience, curiosity and sound judgement, that mindset allows legal teams to create real value beyond the traditional legal function.

As for mindset, I would say leading with calmness and humility. In the energy and marine fuels sector, situations can change overnight, whether due to geopolitical developments, sanctions, supply chain disruptions or commercial disputes. During those moments, people look to legal leaders not only for answers, but also for perspective and stability. I have found that remaining measured under pressure, listening carefully and focusing on practical solutions leads to better decisions and stronger outcomes for the business.

If you could change one thing about how businesses engage with their legal teams, what would it be and why?

I would want legal to be involved from the very start. Often, the legal team is brought in once a deal has been agreed or a problem has already happened. By then, the options are limited and the cost of fixing the issue is higher. Open communication, regular meetings and early discussion of new opportunities allow the legal team to act proactively. Even when proactive steps cannot prevent a problem entirely, they can significantly reduce the exposure later on. When businesses see legal as a partner in decision-making rather than a final checkpoint, the business moves faster, with fewer surprises and greater confidence.