As a diversified family investment holding company with a flexible but long-term horizon, our approach to risk is closely aligned with legacy, reputation and disciplined capital allocation. In today’s environment, marked by geopolitical fragmentation, regulatory changes and rapid technological advance, I help the organisation make informed assessments and assume only calculated risks that support sustainable growth.

We have strengthened cross-border regulatory monitoring and geopolitical risk assessment, and involved legal input early in transaction structuring, capital deployment and joint venture discussions. This enables us to assess jurisdictional exposure, sanctions and counter sanction risks, financing structures and exit options from the outset, resulting in stronger deal design and better downside protection. By adopting a practical and solutions-oriented approach to negotiations, we protect value while helping business to act decisively when opportunities arise.

A broad view of risk is essential, including stakeholders’ expectations, regulatory oversight and the creditability of counterparties. By combining legal judgement with commercial insight, risk is strategised and managed as part of strategy rather than treated as a barrier to growth.

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 role has evolved from technical legal adviser to strategic partner and enterprise risk leader. In a family office context, the GC is expected to integrate legal insight with governance, reputation management and capital strategy.

Better value is created when the GC is involved early in acquisitions, restructurings and market entry decisions. Identifying structural, regulatory and reputational issues upfront enables informed risk-taking rather than retrospective review.

The GC also plays a key role in maintaining high standards of conduct and stakeholders’ trust.  As scrutiny and expectations increase globally, independence of judgement, discretion and the ability to translate complex issues into clear, practical options are important aspects that define the GC’s impact. Commercial fluency, sound judgement under pressure and the confidence to challenge constructively are now core elements of the role.

How has AI changed the legal function recently, and how are you approaching it within your team?

AI is beginning to reshape the legal function, particularly in due diligence, contract review and knowledge management. We are selectively and progressively exploring and/or adopting AI-enabled tools to improve efficiency and consistency in document analysis and regulatory monitoring.

Given the sensitivity of family office and investment information, our approach is cautious and controlled. AI supports rather than replaces professional judgement. In complex matters, experience and context remain essential. Automating routine work allows the team to focus more on strategic advice and achieves deeper engagement with investment professionals.

How do you build and maintain a strong legal team?

In a lean family office environment, versatility, discretion and commercial judgement are essential. Maintaining a strong legal team requires continuous development, clear expectations and trust.

Team members are given exposure to different types of transactions and direct engage with senior stakeholders to foster judgement and business understanding. Ongoing feedback, accountability and shared ownership reinforce performance standards.

I focus on fostering a culture of confidence and responsibility, where lawyers are encouraged to take ownership of their work and provide clear advice. Open communication, mutual respect and support, a solutions-oriented mindset underpin our culture. Above all, strong trust within the team helps to maintain the legal function as a consistent and reliable strategic contributor to the organisation.