Team size: 40+ globally

Please describe a situation where your advice had a significant impact on business outcomes or objectives.

M&A has been central to our company’s growth, and I have dedicated most of my career to this field. One unique challenge I encountered was licensing the “trade name” during a divestiture. This taught me that brand governance in such scenarios involves exceptional complexity. Safeguarding our brand’s reputation requires a robust legal framework that extends far beyond the deal’s closing. This experience shaped my view that “buying a company is often easier than selling one,” reinforcing that legal counsel must be the long-term steward of the brand. This perspective now guides my approach as global CCO, where I ensure that sustainable growth and robust governance operate as two sides of the same coin.

What are the key trends that in-house counsel should be monitoring over the coming months?

Given the current geopolitical climate, in-house counsel must manage areas previously considered outside the typical in-house legal scope, such as trade and sanctions compliance. Furthermore, the rapid evolution of artificial intelligence (AI) is a trend we cannot ignore. Integrating Generative AI requires maximising efficiency while mitigating risks related to data privacy, copyright and other emerging issues. We must lead “AI ethics and governance” to ensure technology serves our values, bridging rapid innovation with responsible risk management.

What are the most important attributes for a modern in-house counsel to possess?

A modern in-house counsel must be a “business enabler,” moving beyond being a mere legal expert. Many lawyers fail to gain consensus by focusing solely on “explaining” the law. To be effective, we must avoid being an isolated expert. Instead, we lead with genuine empathy for business objectives while inspiring stakeholders to leverage legal guardrails. This mutual empathy allows the organisation to boldly take calculated risks and move forward confidently, ensuring legal strategy fuels global growth.

In-house counsel increasingly play the role of ‘translator’. How do you communicate complex legal advice to the board, key stakeholders and internally?

When communicating complex advice across the company, I prioritise empathy over persuasion, especially when navigating different interests among stakeholders. To be an effective “translator,” I think ahead of the curve and speak the language of business. I avoid complex legal terms and focus on how our strategy aligns with the company’s long-term vision. By demonstrating that we share the same mission as the business units, “advice” transforms into a collaborative partnership. A successful translator does more than interpret rules; they provide the clarity and confidence needed to navigate risks and move the business forward.