What are the most significant cases, projects, or transactions that you and your legal team have recently been involved in?

Confidentiality is a cornerstone of my role, so I am unable to share specific details. However, over the past year, with my legal team I played a central role in supporting strategic business initiatives across a broad range of areas, including commercial contracting, intellectual property, regulatory compliance, corporate governance, and risk management.

We supported several high-value commercial projects and cross-functional initiatives requiring coordination across multiple jurisdictions and stakeholders. Through a proactive and business-oriented approach, we have sought not only to mitigate legal risk but also to enable the organisation to achieve its strategic objectives efficiently and responsibly.

How do you approach managing legal aspects during periods of instability or crisis to ensure the organisation’s resilience?

During periods of instability, I believe the legal function must act both as a risk manager and as a strategic business partner. My approach focuses on maintaining clear communication with leadership, ensuring rapid access to reliable information, and aligning decision-making with the organisation’s key priorities and risk exposures.

Effective crisis management requires close collaboration across business functions. Legal teams must provide practical advice that balances legal, regulatory, operational, and reputational considerations while helping stakeholders understand risks, assess options, and make informed decisions. By remaining agile, pragmatic, and solutions-oriented, we can help organisations navigate disruption, preserve resilience, and support long-term business objectives.

General counsel often speak of the need to be strategic to reach the pinnacle of the profession. What does being strategic mean to you?

For a General Counsel, being strategic means looking beyond the immediate legal issue and understanding how legal advice can support the organisation’s broader business objectives. It requires a deep understanding of the company’s commercial priorities, risk appetite, and long-term vision, ensuring that legal considerations are integrated into decision-making rather than addressed only after the fact.

Equally important is the ability to influence and collaborate across functions. The most effective legal leaders build strong relationships throughout the business, ensuring that legal teams are involved in key initiatives from the outset.

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

One cause I am particularly passionate about is developing and empowering talent. Throughout my career, I have seen first-hand that the strongest teams are built on a variety of perspectives, experiences, and backgrounds. Creating opportunities for people to grow, contribute, and succeed is not only the right thing to do, but also a key driver of innovation, sound decision-making, and long-term business success.

As a leader, I am committed to fostering an inclusive environment where individuals feel valued, supported, and encouraged to reach their full potential. I believe that investing in people is one of the most meaningful ways to create a lasting impact, both for organisations and for society more broadly.