Team size: 13  

Could you share an example of a time when you came up with an innovation that improved how your legal team works and did not come at a large expense?  

We moved to a paperless environment to enhance collaboration and document management, implemented a workflow management system and standardized common contracts. These initiatives played a key role in responding to challenging circumstances during Covid-19.  

Working remotely required additional innovation to maintain and improve the level of efficiency and quality of our legal services. I realised the need to improve existing tools and optimize processes by developing an integrated solution which consolidates different processes and tools in one platform.  

Now a contract can be generated by completing a brief set of information and can be exchanged, negotiated, signed, and saved using one platform. This reduced administrative and manual tasks and had immediate and significant benefits. Our team saved a substantial amount of time and was able to access documents and collaborate in real-time and has enabled them to focus on more value-added activities. Furthermore, the platform helped minimise errors and inconsistencies in contract drafting, reducing potential legal risks.  

We also established standardized processes for handling legal matters. The system streamlined the flow of information, ensuring that tasks were allocated efficiently, and deadlines were met promptly.  

The move towards a paperless environment not only reduced our reliance on physical storage but also contributed to our sustainability goals within the organisation at a reasonable cost. 

How do you balance your responsibilities as a GC with your involvement in dispute resolution and M&A matters? 

I have built a strong legal team and well-structured legal function. The team members understand the business priorities and have the right set of skills to work independently. I oversee their work and hold regular meetings with the legal team but do not micromanage them. By delegating responsibilities and empowering team members, I free up more time to focus on complex dispute resolution and M&A activities.  

I am a member of the group’s executive committee and a director in a number of group companies. This keeps me very close to the business and enable me to get a deep insight into business plans, objectives, and priorities. I prioritise tasks based on their impact on the company’s objectives and potential legal risks. This allows me to strike a balance between urgent legal matters and my involvement in M&A transactions and dispute resolution. This also enables me to align my involvement in dispute resolution and M&A matters with the company’s strategic goals.  

What emerging technologies do you see as having the most significant impact on the legal profession in the near future, and how do you stay updated on these developments?  

AI-powered tools which automate legal research, contract review, and due diligence processes will help lawyers identify potential case outcomes, make more informed decisions, predict potential risk, and set out clear strategies. They can be used in reviewing large volumes of documents when it comes to M&A due diligence which will significantly reduce the time spent by lawyers handling such tasks manually. AI chatbots can also assist in answering common legal queries and provide basic legal guidance to clients. This will reduce the reliance on lawyers when it comes to basic legal questions.  

Can you foresee any key developments to the way general counsel work over the next five years? 

General counsel will need to utilise technology and stay current on emerging technologies and data management to optimise legal processes, enhance efficiency, and make informed decisions. The increase in cyberattacks and need for data protection will require them to prioritise their focus on data privacy and cybersecurity. 

General counsel will be increasingly recognised as strategic advisors to the executive leadership team. They will participate in high-level discussions, contribute legal insights to business strategies, and play a key role in risk assessment for new projects and transactions.  

 The legal profession will continue to be influenced by changing regulations and geopolitical issues. General counsel will need to understand the legal environment, stay updated on regulatory changes, and develop strategies to respond to such developments and protect the interests of their organisation.