Team size: approx. 115

Have you had any experiences during your career as a lawyer that stand out as particularly unique or interesting?

One experience that stands out was early in my in‑house career, when I became chief compliance officer and, just months later, a major accounting irregularity emerged at an overseas subsidiary. There was no clear playbook, limited initial support and intense scrutiny from regulators, auditors and the board.

I was coordinating investigations, advising management and communicating with multiple stakeholders while the facts were still unfolding. What made it unique was realising that legal expertise alone was not enough: trust, judgment under pressure and clear communication mattered just as much.

That experience reshaped how I see the role of an in‑house lawyer: not just as a legal expert, but as someone who helps an organisation stay steady and make sound decisions in moments of deep uncertainty.

AI remains at the forefront of conversations about the future. How can in-house counsel ensure the successful integration of legal tech, while maintaining the human element?

I view AI as a way to amplify our impact, freeing lawyers to spend more time on judgment, strategy and trusted relationships. We are deliberate about where technology adds speed and where people retain responsibility. Clear governance and shared understanding of AI are essential to earning confidence in its use. Ultimately, legal tech succeeds only when it enables people and reshapes how we work. Empathy, ethics and business judgment remain at the heart of effective in‑house counsel.