Traditionally, GCs have been seen as technical legal advisers and risk gatekeepers; today, the role is far broader and more strategic. In highly regulated sectors such as banking, the GC is increasingly expected to contribute to discussions around strategy, governance, culture, growth and long-term resilience, helping organisations successfully navigate complexity and change. The GC is no longer simply seen as an adviser to senior management; rather the GC is now an integral part of senior management.

I also think expectations of leadership have evolved. Modern legal teams are managing increasingly diverse challenges across jurisdictions and regulatory regimes, often at considerable pace. As a result, creating an environment where people feel trusted, supported and connected has become critically important. Leadership today is less about hierarchy and more about enabling talented people to succeed.

Legal departments are also increasingly expected to deliver services more efficiently, leverage technology intelligently and demonstrate measurable value to the businesses they support. That requires legal leaders to think not only like lawyers, but also like managers of professional services organisations.

For me, GCs create the greatest value when they combine sound judgement, commercial understanding and strong relationships. The best legal functions are trusted partners to the business: pragmatic, collaborative and forward-looking, whilst still maintaining the independence essential to the role.

What regulatory or risk trends are having the greatest impact on your role at present?

The regulatory environment for international financial institutions has always been complex, but the scale and pace of change today is greater than at any point in my career. One defining challenge is that organisations must increasingly navigate overlapping regulatory expectations across multiple jurisdictions whilst continuing to operate globally and serve clients efficiently. In APAC in particular, regulatory divergence is a major theme, with implementation differing significantly between markets.

Another major trend is the growing focus on non-financial risk. Regulators and boards alike are placing greater emphasis on governance, operational resilience, accountability and cybersecurity, particularly given the increasing digitalisation and cross-border nature of financial services.

Geopolitical uncertainty is also having a significant impact. Businesses today are operating in an environment where sanctions, trade restrictions and broader geopolitical developments can change rapidly and have immediate legal and commercial consequences.

The role of the legal function is increasingly about helping organisations navigate uncertainty with confidence rather than simply identifying legal risk in isolation. That requires strong collaboration across teams and jurisdictions, as well as lawyers with broader commercial and strategic perspectives alongside technical expertise.