Over the past 12 months, I have been driving transformational change across a number of significant governance initiatives. Key highlights include: governance frameworks. We developed and rolled out comprehensive frameworks responding to the new digital regulatory environment, which clarify roles, responsibilities and decision-making processes. I was also involved in global process improvements: I led the design and implementation of a number of key global case management and process improvement initiatives. I have been building a world-class team, recruiting and developing top talent from around the globe to support my team’s ambitious goals.

Based on your experiences in the past year, are there any trends in the legal or business world that you are keeping an eye on, of which you think other in-house lawyers should be mindful?

Over the past year, the most significant trend in the legal and business world is obviously the rapid proliferation of the deployment of artificial intelligence, both within our products and within our legal operations. AI is transforming everything from contract review and document creation to risk assessment and workflow automation. However, my key observation is that the true benefits of AI are only realised when legal departments have robust, structured data sources and well-defined processes in place.

AI tools are only as effective as the data they are fed and the processes they are designed to enhance. Where data is poor or processes are fragmented, AI can amplify inefficiencies rather than resolve them. For in-house lawyers, this means that before investing in AI solutions, it is essential to focus on data hygiene, process mapping, and change management. By attending to these foundational elements, legal teams can ensure that AI delivers meaningful improvements in efficiency, accuracy, and strategic value.

In summary, while AI is the headline development, the underlying imperative is to build strong data and process foundations. This is the key to unlocking the full potential of AI in legal operations.

What is a cause, business or otherwise, that you are passionate about?

A cause I am particularly passionate about is creating and nurturing community within the legal profession. As chair of the business law committee of the Law Society, I have dedicated significant time and energy over the years to fostering connections among lawyers, both within my organisation and across the broader legal landscape. I believe that building a strong sense of community is vital, not only for sharing knowledge and best practices, but also for supporting one another through the challenges and opportunities of our profession. I am committed to giving back by mentoring junior lawyers, facilitating open dialogue, and encouraging collaboration. This collegial environment helps lawyers at all stages of their careers feel supported, empowered, and better equipped to serve their clients and the profession as a whole.

Ultimately, I see community-building as essential to the long-term health and vibrancy of the legal profession, and I am proud to play a role in advancing this cause.