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? 

One instance was the implementation of a talent development programme, allowing lawyers to engage in cross-functional projects. This initiative effectively utilised our legal talent for strategic tasks that had been previously delayed due to the heavy workload. It not only provided valuable exposure and skill enhancement for team members but also fostered broader stakeholder engagement. The programme successfully facilitated talent development while simultaneously achieving significant progress in critical projects, creating a mutually beneficial outcome for the team and the organisation.

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

As general counsel, my primary focus is effective leadership and empowering my team to manage their responsibilities. This principle applies to M&A and dispute resolution. I intervene primarily for strategic guidance, entrusting my capable team with day-to-day management.

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? 

As the executive sponsor for DE&I within Takeda’s legal department, I collaborate with a cross-regional team to drive inclusive initiatives. Understanding the nuanced DE&I challenges across diverse countries, we have  adopted a dual approach. While centrally we prioritise universally relevant activities such as supporting working parents and caregivers and celebrating International Women’s Day, we empower local teams to lead contextual initiatives. Recognising the importance of cultural and geographical sensitivity, our strategy aims to foster a more inclusive and equitable environment that resonates at both global and local levels.