How do you approach managing legal aspects during periods of instability or crises, and how does your legal strategy align with the broader business strategy to ensure the organisation’s resilience?

I believe that every team must be prepared for change, whether it arises from instability, crisis, or even success. The foundation for navigating such periods lies in building a strong, capable, and cohesive team. Investing in people before a crisis occurs pays significant dividends when challenges arise. Several elements are essential to achieving this strength. Strategic hiring is key—taking the time to recruit thoughtfully and plan new hires well in advance helps avoid rushed or reactive decisions under pressure. Continuous coaching and development are equally important; ongoing feedback fosters trust, growth, and adaptability within the team. Creating a safe environment where team members feel empowered to express concerns, challenge ideas, and share honest perspectives is also fundamental to building resilience. From a practical standpoint, structure and operational efficiency play a critical role during times of uncertainty. Maintaining order through process mapping, automation, and well-organised records allows the legal team to respond quickly to urgent matters while ensuring that routine business operations continue uninterrupted. Over the past five years, the evolution of legal operations has become central to organisational resilience. Viewing legal not as a standalone advisory unit but as an integral part of the organisation’s operational framework enables leaders to identify critical workflows and implement systems that strengthen responsiveness. This operational perspective allows the legal function to balance immediate crisis management with ongoing support for business continuity, ensuring stability and strategic alignment across the enterprise.

How do you prioritise diversity and inclusion within your legal department, and what initiatives have you implemented to foster a more inclusive and equitable work environment?

We have internal hiring processes designed to ensure a diverse pool of candidates. That said, I believe true diversity and inclusion (D&I) begins after the hiring stage. It’s about creating an environment where every team member feels safe to express themselves, whether through support or dissent. Encouraging open and respectful dialogue fosters healthy debate, which in turn leads to stronger ideas and better outcomes for the team.