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?

Nowadays, there is no doubt that Artificial Intelligence (AI) is the main gateway to the legal profession’s future and in-house legal teams in particular. AI will have a remarkable impact on improving the work processes of the legal management system, which is an essential tool for the in-house legal team. Furthermore, online research databases will speed up the research process, assisting in-house legal teams in performing tasks, from analysing data to managing risk and making decisions.

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

The legal profession is more a mission than a paid job. Every lawyer has a cause that inspires them to carry out duties—as for me, developing the legal department’s performance and responding to business challenges is the fuel and motivation that keeps me going. In-house legal teams are requested to play a more significant role in supporting the business team and responding to the obstacles they face. During my 20-year journey in the legal profession, I have contributed to helping the business team to respond to the consequences of the 2008 financial crisis, the blockade of the State of Qatar, the economic and social impact of the Covid-19 pandemic, Brexit, financial crises and the financial implications of the ongoing war on Ukraine; and achieving the bank’s objectives of digital maturity in general, and the legal departments in particular. In conclusion, I firmly believe that practising the legal profession in light of these challenges and assisting my client to overcome the same and generate profit is the fundamental cause and motivation for any successful lawyer.

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

In addition to the specialised legal knowledge, the successful in-house lawyer must be familiar with all the technical and financial aspects of the banking process to be able to understand and consider all related risks of financial or reputational loss that can result from lack of awareness or misunderstanding of, ambiguity in, or reckless indifference to, the way law and regulation apply to the bank’s business, its relationships, processes, products and services.

What can law firms do to improve their service to the legal department?

It has become essential for financial services firms to develop their team to ensure that they are updated with the latest legal knowledge of the banking sectors to be able to play a vital part in leading change across the banking business and provide a sound legal opinion in the relevant aspects.