What are the key projects that you have been involved in over the past 12 months?

As Group Chief Legal Counsel at Aujan Group Holding, I have led several high-impact projects over the past year that delivered tangible results across our FMCG, hospitality, real estate, and mining businesses. My focus has been to ensure that our legal work directly supports the Group’s commercial objectives, enhances efficiency, and protects its interests in complex, cross-border contexts.

One key project involved managing the exit of a hotel operator from one of our flagship properties in Africa and onboarding a new operator. I negotiated the hotel management agreement, licence agreements, and associated documents, working closely with our commercial and operational teams. The aim was to ensure a smooth transition through amicable discussions and planned steps to minimise business disruption.

Another major project was securing a multi-million-dollar bank facility to fund a strategic acquisition. I led the negotiations to secure favourable terms, robust risk protections, and operational flexibility. This went beyond drafting documents – it included advising the board on risk and ensuring the financing aligned with the Group’s growth strategy.

I also oversaw a significant legal victory following seven years of litigation, recovering a multi-million-dollar amount for Aujan. I developed the litigation strategy, coordinated with external counsel across jurisdictions, and balanced strong legal defence with pragmatic settlement opportunities. The outcome delivered financial gains and reinforced Aujan’s reputation for strategic and determined legal action.

In the mining sector, I managed the sale and transfer of mining assets, structuring the deals to include liability protections, loan-to-equity conversions, and revenue-sharing arrangements. This required careful legal structuring to safeguard shareholder value in complex and often challenging jurisdictions.

Finally, I led the digital transformation of the legal department, introducing contract automation systems and AI-powered document review tools. These improvements significantly reduced contract turnaround times, enhanced accuracy, and accelerated deal execution, all while ensuring compliance with UAE data protection laws and cross-border regulations. This transformation has positioned the legal function as a faster, more proactive partner to the business.

Overall, the legal department has been instrumental in driving growth and resilience, supporting the Group’s continued success across its markets.

How do you approach managing legal aspects during periods of instability or crises, and how does your legal strategy align with the broader business strategy to ensure the organisation’s resilience?

I address crises through early risk assessment and swift, informed decision-making. From the outset, I integrate legal risk assessments into management discussions to ensure leadership is fully aware of both commercial and legal implications. During turbulent periods, I implement a practical crisis plan that aligns legal oversight with operational priorities and establish clear communication channels between legal and executive teams to maintain rapid information flow.

I prepare flexible strategies that cover jurisdictional options, interim protective measures, and potential settlement paths to enable the business to respond and adapt swiftly. The legal strategy always aligns with the organisation’s core priorities, whether safeguarding cash flow, protecting reputation, or maintaining operational continuity.

Through contingency planning, open communication, and regular scenario testing, the legal function not only ensures compliance but actively supports organisational stability and long-term growth.

Based on your experiences in the past year, are there any trends in the legal or business world that you are keeping an eye on, of which you think other in-house lawyers should be mindful?

The role of the in-house legal function is evolving from being purely a gatekeeper to becoming a strategic advisor and business partner. At Aujan Group Holding, I have seen this shift firsthand in fast-paced markets, where legal teams are expected to support both protection and growth.

One essential quality for modern general counsel is adopting a business partner mindset. It is no longer sufficient to simply understand the law; one must also grasp the company’s commercial drivers, industry dynamics, and risk appetite. Legal counsel must be embedded in strategic discussions from the outset, ensuring that legal advice is commercially relevant and helps unlock opportunity while managing risk.

Agility is equally vital. Given the pace of regulatory change, geopolitical uncertainty, and market volatility, legal leaders must remain adaptable without losing sight of strategic goals. This involves building legal strategies that are flexible and resilient, enabling changes to deal structures, supply chains, or compliance frameworks without hindering business progress.

Influence and communication skills are also crucial. A general counsel must translate complex legal risks into clear, actionable guidance for non-lawyers. Building trust with stakeholders at all levels ensures that legal is viewed as a solution-oriented function. Effective communication also aids in securing support for risk management measures, embedding governance into day-to-day operations.

These traits — when combined with smart use of technology such as AI tools, real-time risk dashboards, and automated compliance systems — will define the next generation of in-house legal leaders. By embracing both strategic and technical dimensions, today’s general counsel can create value far beyond legal compliance.

What is a cause, business or otherwise, that you are passionate about?

Beyond my work on complex M&A transactions, joint ventures, and financing arrangements, I am deeply committed to philanthropic initiatives that drive lasting social and environmental impact. Over the years, I have advised on the formation and governance of charitable organisations, helped build transparent accountability frameworks, and facilitated fundraising efforts for causes ranging from wildlife conservation to community development across Africa.

I believe this work adds an important dimension to the legal function. By applying the same strategic thinking and problem-solving skills used in corporate transactions to philanthropic causes, the legal team becomes more than a risk manager; it becomes a force for positive change. This approach enhances stakeholder relationships, strengthens the organisation’s reputation, and inspires the legal team to recognise the wider social and environmental relevance of their work.