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

In a more complex global environment, my approach is to stay close to the business and focus on practical risk management rather than theoretical compliance.

First, we prioritise. Not every risk should stop growth. We identify the limited number of risks that can seriously affect the organisation—regulatory, reputational, and financial—and focus resources on those. For lower-level risks, we put in place simple controls so that business teams can move quickly without constant legal involvement.

Second, we embed legal into decision-making at an early stage. Instead of reviewing deals at the end, we engage with the business at the structuring phase. This allows us to shape transactions in a way that manages risk while still achieving commercial objectives.

Third, we focus on clarity and speed. In volatile markets, delayed decisions can be as damaging as incorrect decisions. We provide clear, practical advice with defined risk options so that management can make informed choices quickly.

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

The role of the General Counsel has shifted from being a technical legal adviser to a strategic business partner. In the past, the focus was on legal accuracy and compliance. Today, boards expect General Counsel to have a strong commercial perspective. We are involved in strategy, transactions, governance, and stakeholder management. In many organisations, the General Counsel also plays a key role in ESG, crisis response, and board dynamics.

I believe the greatest value today comes from three areas:

Judgement – helping management navigate uncertainty where there is no clear legal answer.

Governance leadership – ensuring decisions are taken properly and can withstand scrutiny.

Risk calibration – distinguishing between acceptable commercial risk and genuine red flags.

A good General Counsel is no longer just solving legal problems, but helping the organisation make better decisions overall.

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

AI has started to change the legal function. In the past year, we have seen clear benefits in areas such as document review, contract drafting, and internal research. These tools can save time and improve consistency, especially for standard work.

However, our approach is careful and controlled. We do not treat AI output as final. All outputs are reviewed by lawyers, particularly where judgment is required. Data confidentiality and accuracy remain key concerns.

More importantly, AI is changing how we allocate our time. As routine tasks become more efficient, lawyers can focus more on higher-value work such as advising the business, managing risk, and supporting strategy. Within the team, we encourage practical use of AI tools but set clear boundaries. It is a tool to assist thinking, not to replace it.

In short, AI is useful, but the real value still comes from human judgement and experience.