Team size: 25 worldwide  

How do you approach managing legal aspects during periods of instability or crises, and how does your legal strategy align with the broader business strategy to ensure the organisation’s resilience?

During periods of instability or crisis, managing legal aspects requires a proactive, agile, and deeply integrated approach. My strategy begins with identifying potential legal vulnerabilities across operations—whether regulatory, contractual, or reputational—and ensuring that risk assessments are continuously updated in real time. I prioritise clear communication with internal stakeholders and external counsel to maintain compliance and mitigate exposure. Alignment with the broader business strategy is essential. Legal decisions are never made in isolation; they are embedded within the organisation’s risk management framework and strategic objectives. For example, if the business is pivoting to new markets or digital channels during a crisis, the legal team must anticipate jurisdictional challenges, data privacy implications, and evolving regulatory landscapes. Ultimately, my goal is to ensure that legal strategy acts as a stabilising force—protecting the organisation while enabling flexibility and innovation. This alignment fosters resilience, allowing the business not only to withstand disruption but to emerge stronger and more adaptive.

What are the major cases or transactions you have been involved in recently?

Recently, I have been involved in several high-impact initiatives that reflect both strategic legal acumen and business alignment. One of the most significant transactions was supporting a fundraising round for a UK-based company, where I played a key role in structuring the investment, managing cross-border legal considerations, and ensuring compliance with UK corporate and financial regulations. This required close coordination with external counsel and investors to streamline due diligence and secure favourable terms. In parallel, I led the negotiation of strategic supply agreements with international vendors, focusing on long-term resilience and risk mitigation. These contracts were critical to securing operational continuity and involved complex commercial terms, performance guarantees, and multi-jurisdictional compliance. Additionally, I oversaw the implementation of a global AI-powered contract management tool, designed to enhance visibility, automate workflows, and reduce legal bottlenecks across the organisation. This initiative not only improved efficiency but also aligned with our broader digital transformation strategy, reinforcing legal’s role as a business enabler. These projects demonstrate a consistent focus on integrating legal strategy with business objectives to drive growth, manage risk, and build organisational resilience.  

What emerging technologies do you see as having the most significant impact on the legal profession in the near future, and how do you stay updated on these developments?

Artificial Intelligence is undoubtedly one of the most transformative technologies reshaping the legal profession. Its impact is already tangible across several dimensions.

Contract Lifecycle Management: AI-driven platforms are revolutionising how contracts are drafted, reviewed, and negotiated. I’ve personally overseen the implementation of a global AI-powered contract management tool that automates clause extraction, risk flagging, and version control, dramatically reducing turnaround times and improving compliance.

Legal Research & Predictive Analytics: AI tools can now analyse case law, legislation, and regulatory updates in seconds, offering predictive insights that support litigation strategy and risk assessment.

How do you prioritise diversity and inclusion within your legal department, and what initiatives have you implemented to foster a more inclusive and equitable work environment?

Diversity and inclusion are not just values – they are strategic imperatives within our legal department. We believe that a diverse team brings broader perspectives, sharper insights, and more innovative solutions to complex legal and business challenges. To prioritise D&I, we have taken a comprehensive approach.

We have revised our recruitment practices to ensure diverse candidate slates, partnered with organisations that support underrepresented legal professionals, and trained interviewers to recognise and mitigate unconscious bias. Beyond hiring, we host regular workshops and roundtables on topics such as inclusive leadership, cultural competency, and allyship, fostering open dialogue and continuous learning across all levels of the department.

Mentorship and sponsorship programmes play a central role in our strategy. Junior team members from diverse backgrounds are paired with senior leaders to build confidence, visibility, and career progression. At the same time, we track representation metrics and engagement scores to ensure our efforts translate into tangible impact, identifying gaps and refining our strategy over time.

Recognising that inclusion also means accommodating different needs, we have embraced flexible work arrangements and created employee resource groups that celebrate identity and foster community. Ultimately, we aim to cultivate a legal environment where every voice is heard, every perspective is valued, and every team member feels empowered to thrive.