Team size: 15

What are the most significant cases, projects and/or transactions that you and/or your legal team have recently been involved in?

While recent years were defined by expansion, 2025 was a year of strategic divestitures. This was a complex process involving rigorous risk control and the management of team morale during a period of organisational contraction. My primary challenge was ensuring the team remained aligned with the organisation’s long-term health, helping them understand that focusing on core growth sometimes requires departing from other projects. Ultimately, we successfully closed operations in three states by leading a cross-functional effort. This approach allowed the organisation to pivot its resources towards growth in other key areas.

How do you approach managing legal aspects during periods of instability or crisis to ensure the organisation’s resilience?

The aforementioned divestiture process serves as a prime example of resilience. I believe the legal team plays a fundamental role during a crisis by providing order and stability amidst uncertainty. By positioning ourselves as a reliable pillar for the Organisation, my team and I find a sense of purpose that transcends daily tasks. This perspective inspires us to stay focused and connected to the company’s broader mission, even during the most unstable periods.

AI has been taken seriously as a potentially revolutionary technological change in the legal world for a number of years now. Has it had a meaningful impact in how your legal team works in this time?
AI has had a significant impact. Operating in a highly regulated, multi-state healthcare environment requires exhaustive research and analysis. AI tools have profoundly supported this work, allowing us to balance high-quality deliverables with the need for rapid ‘opportunity’ or turnaround times. It has empowered our team to provide more comprehensive support with greater efficiency.

What factors influence your team’s decision to use external legal services versus handling matters in-house, and what criteria are used to evaluate their performance?

We view external counsel as an opportunity to learn from experts. We engage external support based on a project’s scope and importance, with the goal of internalising and replicating that knowledge for the future. We evaluate external firms using a ‘quality and opportunity’ equation; we demand timely support and proven expertise specific to the business type and the state where the initiative is being deployed.

How does your team contribute to the overall business strategy of the company? Can you share an example of a recent legal-led initiative that had a significant impact?

Our legal team is fully integrated into the corporate strategy, sharing the same goals as our business and growth departments. We maintain a deep understanding of day-to-day operations to identify risks that could impact compliance or stability. Recently, during a class-action suit, my team developed a strategy to compel arbitration rather than remain in court. Our analysis of the financial impact and general exposure led to a successful outcome that avoided a jury trial, ensured greater confidentiality, and mitigated the risks associated with District Court litigation.