What are the key projects you have been involved in over the past twelve months?

Over the past year, I have focused on developing and transforming the legal and corporate function at Fundamentals, while also contributing to the Executive Committee, Client Acceptance Committee and Board as Secretary. The objective has been to build a more structured, stable and efficient function, closely connected to the business.

A key area has been digital transformation and standardisation. We have improved workflows, contract models and document architecture, using automation and standardisation tools within our internal confidentiality and AI policies. The objective is to reduce duplication, improve consistency and free the team for more complex, higher-value matters.

I have also worked on team stabilisation and development, with clearer responsibilities, better coordination and knowledge-sharing across legal, corporate and fund corporate matters. I place importance on understanding people’s strengths and ambitions and creating an environment where they take ownership and develop.

More broadly, my involvement in governance and business development has brought Legal into discussions earlier: new clients, new services, operational projects and strategic priorities. This allows us to understand the objective, identify the real legal and regulatory constraints and help design a solution that is both workable and commercially relevant.

Can you describe an instance where your legal advice directly influenced business strategy or commercial objectives?

A good example is our work on developing and structuring new client opportunities and tailored services. At Fundamentals, clients often expect solutions adapted to their specific structures and objectives. My role is therefore not simply to say what cannot be done, but to help the business understand how an opportunity can be developed while protecting Fundamentals and remaining within the appropriate legal and regulatory framework.

I work closely with Business Development, client-facing teams and Compliance from an early stage to assess the objective, review the legal and regulatory position, adapt the contractual framework and define appropriate responsibilities and protections. Where a proposal does not fit the existing model, I first consider whether the service can be adapted in a controlled way.

The key is distinguishing between a risk that prevents an opportunity and one that can be properly managed. Legal should protect the company, but protection does not necessarily mean saying no. It means understanding the opportunity, identifying the real risks and helping the business find a safe way forward.

How has the role of general counsel evolved, and what are the most important attributes for the modern in-house lawyer?

The General Counsel is no longer someone who sits apart from the business and simply says what cannot be done. Today, the role requires legal expertise, commercial understanding, sound judgement and the ability to communicate clearly with clients, management and teams.

This is particularly important in a regulated environment, with increasingly demanding clients expecting fast, tailored and practical solutions. Legal needs to be involved early enough to understand the objective and help shape the solution.

The digitalisation of work makes direct human contact even more important. Technology can improve access to information and efficiency, but it cannot replace a conversation when a matter is sensitive, complex or requires judgement.

Leadership also matters: creating trust, developing people, encouraging ownership and knowing when to direct, challenge or simply listen. And, personally, I believe a bit of humour helps too. Difficult matters do not always need to feel heavy.

How have you implemented AI to improve efficiency while maintaining quality, governance and integrity within legal teams?

We use AI in two main areas: process automation and generative AI. Automation helps standardise recurring processes, document production and workflows, while generative AI supports drafting, review, research, summarising and first-level analysis.

One of the biggest benefits is knowledge-sharing. AI and automation can help capture recurring issues, previous work and standard approaches, reducing dependency on individual knowledge and creating a stronger common knowledge base across legal, corporate and fund corporate teams.

Governance is essential. We have internal rules covering confidentiality, data protection and permitted use of information with AI tools. AI can assist with information and drafting, but it cannot replace legal judgement, business understanding or responsibility. Outputs remain subject to human review and challenge.

Ultimately, I see technology as a way to remove lower-value work and give lawyers more time for what technology cannot replicate: judgement, relationships, negotiation, communication and leadership.

And yes — this answer was also prepared with AI, with my human touch, review and approval. 😉