Team size: Four

In an increasingly complex global environment, how are you helping your organisation navigate risk while still supporting growth?

In a complex global environment, as General Counsel, I help my organisation navigate risk whilst continuously supporting growth by anticipating legal risks and integrating strategic foresight into business decision-making. We clearly identify which risks can be handled flexibly and which must be strictly avoided.

We establish cross-functional risk working groups to anticipate regulatory, geopolitical, and supply chain disruptions in advance, allowing us to develop contingency plans before risks materialise.

In addition, we prioritise high-risk, high-opportunity areas whilst streamlining low-risk approval processes through automation and standardised playbooks. By shifting the legal function from a ‘brake pedal’ to a ‘steering wheel’, we protect the organisation whilst actively supporting innovation, expansion, and resilience.

How has the role of General Counsel evolved in recent years, and where do you see GCs creating the most value today?

The General Counsel’s role has evolved from a legal technician and crisis manager to a strategic business partner and board adviser. Historically focused on litigation, contracts, and compliance, today’s GC operates at the intersection of law, strategy, and reputation.

Several forces have driven this shift: rising regulatory complexity, digital transformation, ESG expectations, geopolitical volatility, and heightened enforcement of cyber and data privacy laws. In response, GCs now lead on enterprise risk management, culture and ethics, and strategic enablement — not just legal defence.

So, today’s General Counsel should create the most value for the company in the following areas.

First, enabling transformation — guiding M&A, AI adoption, and new market entry with agile legal frameworks that balance opportunity and exposure.

Second, resilience and reputation — embedding legal foresight into crisis response, supply chain governance, and ESG reporting to protect trust.

Third, culture and conduct — shaping behaviour from the top to prevent misconduct, reduce regulatory friction, and build sustainable compliance.

Crucially, the modern GC doesn’t simply say ‘no.’ We say: ‘Here’s the risk, here’s the mitigation, and here’s how we move forward.’ That shift from cost centre to value driver — from legal gatekeeper to strategic enabler — defines where GCs now deliver the greatest impact.

What does effective leadership look like for a General Counsel today, and where do GCs have the most impact?

Effective leadership for a General Counsel today goes beyond legal expertise — it requires commercial acumen, cultural influence, and crisis resilience. A GC leads by translating legal risk into business language, enabling informed decision-making rather than issuing directives from the sidelines. They build trust with the board and C-suite by being proactive, pragmatic, and principles-based.

The most impactful GCs do three things well. First, they embed legal and ethical guardrails early in strategy formation — not as a final checkpoint. Second, they lead through uncertainty with calm authority, helping the organisation navigate cyber breaches, regulatory investigations, or geopolitical shocks without losing strategic focus. Third, they develop agile, business-minded legal teams that act as internal advisers, not gatekeepers.

General Counsel can make a material impact on the business in the following areas. In enabling sustainable growth — by designing risk frameworks that protect without paralysing. In shaping culture — by role-modelling integrity and speaking truth to power. And in building resilience — by anticipating what keeps the CEO and board awake at night and providing clear, actionable paths forward. Ultimately, the modern GC’s leadership is measured not by cases won, but by risks never realised and opportunities confidently seized.

Looking ahead, what do you see as the main opportunity or challenge for in-house legal teams?

Looking ahead, the main opportunity for in-house legal teams is to become proactive strategic enablers rather than reactive legal advisers. By leveraging technology — such as AI for contract review, legal analytics, and automated workflows — teams can shift focus from routine, high-volume tasks to high-value work like risk-led strategy, regulatory foresight, and business partnership.

The greatest challenge, however, is managing this transformation without losing trust or control. As legal teams adopt agile methods and self-service tools for business clients, they must ensure consistent quality, data privacy, and ethical oversight — especially with generative AI. Another major challenge is keeping pace with regulatory complexity across jurisdictions, from ESG disclosure rules to AI governance and cyber resilience standards.

The teams that succeed will be those that invest in upskilling — combining legal expertise with data literacy, project management, and commercial mindset — whilst maintaining strong judgement and integrity. The opportunity is clear: move from cost centre to value driver. The challenge is executing that shift without creating new vulnerabilities. Ultimately, the best in-house teams will not just manage risk; they will enable faster, smarter, and more resilient growth.