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

In a fast-moving and complex environment, the legal function needs to be forward-looking and closely aligned with the business—anticipating regulatory and market developments whilst identifying opportunities to support growth.

As the scope and complexity of legal work have broadened significantly, legal teams operating across jurisdictions, products and business lines require strong connectivity with global markets and close collaboration with stakeholders.

A key focus is embedding legal input early in business initiatives so that risks are identified and addressed proactively. At the same time, we aim to be a trusted partner—helping to unblock challenges and provide clear, pragmatic advice. This requires strong technical expertise, sound judgement and the ability to remain calm and decisive in high-stakes situations, whilst enabling the business to move forward with confidence.

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

While core aspects of the legal counsel role remain constant—managing legal risk, overseeing workflows and building strong teams—the role has become much more strategic and integrated with the business.

Legal counsel today is expected to exercise independent judgement and act as strategic advisers, not just legal gatekeepers. The greatest value is often created at the intersection of legal, regulatory and business considerations—where legal counsel can identify pathways forward that may not be immediately apparent.

This includes interpreting policy or regulatory developments, understanding their practical implications, and working with the business to shape solutions. The ability to balance risk with commercial objectives, whilst maintaining independence and protecting the firm’s long-term interests, is where legal counsel can have the greatest impact.

How has AI changed the legal function recently (including in the past year), and how are you approaching it within your team?

Recent advances in generative AI are reshaping how legal teams operate. Tasks that were previously time-intensive – such as document review, translation, research and drafting – can now be supported more efficiently.

AI offers significant opportunities to enhance productivity and streamline workflows, allowing legal teams to focus more on higher-value work, including strategic advisory and complex problem-solving. At the same time, it reinforces the importance of human judgement. Legal work is inherently context-driven, requiring careful analysis, ethical consideration and accountability – areas technology cannot replace.

Our approach is to adopt AI in a considered and responsible way—using it to enhance productivity whilst maintaining appropriate oversight. Ensuring quality, accuracy and confidentiality remains paramount, and technology is seen as a complement to, rather than a replacement for, legal expertise.

How do you build and maintain a strong legal team?

A strong legal team is built on trust, clarity and shared purpose. Leadership plays a key role in setting direction, developing talent and creating an environment where individuals can perform at their best. I often think about it in three dimensions: the ‘brain,’ the ‘heart,’ and the ‘hands’.

The ‘brain’ is about guiding and developing the team—providing clear direction, coaching and growth opportunities. The ‘heart’ reflects genuine care for people, fostering well-being and creating an inclusive, collaborative environment where individuals feel safe to speak up and contribute. The ‘hands’ represent the willingness to step in and take ownership of critical matters.

Ultimately, a strong team is one where people feel supported, engaged and motivated to deliver high-quality outcomes, and where they can adapt confidently to new challenges.