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

To be an effective ‘translator,’ I focus on commercialising legal risk. When communicating with the board and stakeholders, I avoid dense legalese and instead frame advice through the lens of strategic objectives and risk appetite.

My approach involves three key steps. Executive summaries first: I start with the “Bottom Line Up Front” (BLUF), highlighting the potential impact on the business. Secondly, I use visual aids and data: I use risk heatmaps or decision trees to turn abstract legal concepts into tangible business choices. Finally, I provide actionable solutions: I don’t just say “no”; I provide alternative paths that align with legal compliance while supporting business growth.

Are there any upcoming challenges that in-house teams should be preparing for over the next twelve months ?

The next twelve months will likely be defined by operationalising AI and navigating global regulatory fragmentation. Specifically, in-house teams must prepare for AI governance. Beyond just policy-making, teams need to implement frameworks for the ethical and legal use of generative AI within the company. ESG and disclosure requirements will be another key focus. Increasing mandatory reporting standards (like CSRD or SEC rules) require legal teams to ensure data accuracy and cross-border alignment. The final trend to monitor is efficiency pressures. With “doing more with less” being the theme, legal operations must focus on automation and legal-tech integration to handle increasing workloads without proportional headcounts.