Team size: 8

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

Over the past 12 months, I have taken part in several key initiatives. I supported our business expansion into new countries by managing corporate structuring, protecting intellectual property, and addressing compliance challenges. My involvement in M&A projects allowed me to contribute to strategic growth efforts. I also spearheaded several privacy-centric initiatives, such as developing a Consent Management Strategy to align with legal requirements and business goals. Additionally, I partnered with the Learning & Talent Development team to create a Data Privacy Training Plan for 2025.

What do you think are the most important attributes for a modern in-house counsel to possess?

While legal expertise and sound judgment are critical, I believe the most essential attributes for a modern in-house counsel are effective communication and the ability to build meaningful, trust-based relationships across the organisation.

Today’s in-house legal function must be more than a risk mitigator: it must be a true business partner. That begins with the ability to communicate legal advice in a clear, practical, and accessible way. Legal counsel must understand their audience, speak the language of the business, and frame their guidance in terms of solutions and impact, not just rules and restrictions.

Equally important is relationship building. When the legal team is approachable, collaborative, and seen as invested in the company’s success, the business is far more likely to engage early and often, where legal can add the most value.

To foster this dynamic, our team launched last year an initiative called “Legal Collaboration Project”. The idea is simple but powerful: build mutual understanding by training each other. As part of the program, we host internal sessions where legal trains business units on legal topics they select. In turn, business leaders train our legal team on their operational realities, priorities, and challenges. This two-way knowledge exchange has deepened our relationships, increased trust, and led to more effective and proactive collaboration.

We’ve also brought in external counsel to provide joint training sessions to both legal and business teams on emerging areas. These sessions foster shared learning and create a common language around complex legal and regulatory issues.

Have you had any experiences during your career as a lawyer that stand out as particularly unique or interesting?

One of the most meaningful and professionally-defining experiences in my career has been leading the establishment of a Data Privacy Office for a business.

What made this experience truly stand out was not just the legal or operational complexity, but also the deeply human element at its core. Data privacy, for me, is not merely a regulatory requirement, it’s a matter of dignity, trust, and fundamental rights.

During the setting up of the Data Privacy Office, I worked across departments and business units to embed privacy as a default mindset rather than a checklist. Together, we built governance structures, conducted impact assessments, and launched awareness programs. But, beyond policies and frameworks, what we were really doing was cultivating a culture of respect for customers and employees.