Amr Wageeh Elsayed – GC Powerlist
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Middle East 2022

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Amr Wageeh Elsayed

General counsel and FDI policy advisor | Kuwait Direct Investment Promotion Authority

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Middle East 2022

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Amr Wageeh Elsayed

General counsel and FDI policy advisor | Kuwait Direct Investment Promotion Authority

Team size: 15

Looking forward, what technological advancements do you feel will impact the role of in-house legal teams in the future the most?

I am a big believer in the power of technology to improve the capabilities of the legal department and, more importantly, help show the value generated by the legal team. However, innovation is taking over the legal industry; it is sweeping across every part of the legal ecosystem, whether we are at a law firm or in-house legal teams or work for the government.

We need to find a way to be more innovative in that aspect, regardless of our practice area and regardless of our area of expertise. In-house legal teams have long been resistant to and risk-averse about automation, but the effects of the pandemic forced us to adopt legal tech; it seems the most obvious solution for many legal departments nowadays. We must embrace technology and do it very quickly.

I feel that the legal operations (legal ops) might represent the culmination of a considerable mindset shift across in-house legal in the future. Legal ops are the logical conclusion of our desire and our mandate as in-house lawyers to be more efficient, more cost-effective, and above all, to deliver the best service to our internal clients; this is the era of legal operations.

What is a cause, business-related or otherwise, that you care about, and why?

As a general counsel, I have multiple responsibilities that transcend mere legal counselling. I was part of the executive leadership team that makes strategic business and operational decisions. Those decisions are informed not only by a legal perspective but also by broad ethical and public policy considerations. Most of the time, I navigate beyond legal issues — I negotiate matters where the rules are not always clear, the outcomes are not always neat, and the impact on the overall organisation is widespread and profound.

I do this because I want to offer a wide variety of legal options to the management to achieve the company’s strategic objectives.

What would you say are the unique qualities required to be successful as an in-house lawyer in your industry?

For years, in-house lawyers have sought a seat at the table as a true strategic partner to the business. Now that seat is available. But to earn it, in-house lawyers cannot be mysterious gatekeepers to arcane knowledge – they must run legal like a modern business. That means in-house lawyers should provide advice that requires extra skills, advising on the law and strategy, knowing how to give the right advice, and being aware of the risk and the cost.

In short, clients need a positive value lawyer with deep legal expertise in negotiations, solving problems, communication, analytics and teamwork. Still, a solid grounding in other subjects of knowledge could also range from technology, business, and analytics to human resources, politics, strong project management and interpersonal skills.

The requirement for extra knowledge comes as today’s clients are demanding more. They need lawyers who can use technology to give them the most efficient and cost-effective service possible. The clients want someone who knows the world of business and the industry in which they operate or require legal assistance. Lawyers of tomorrow will need to understand how these industries align with their client’s interests to develop additional qualities, knowledge, competencies, mindsets and non-legal skills; they will be expected to work within diverse teams and have a strong sense of cultural awareness. They are expected to take on far more responsibilities at an early stage in their career, which means developing the skills necessary to manage projects on their own and even lead entire teams.

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