Team size: 30

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

The most significant project I and my team worked on in 2025 was the successful closing of the voluntary public offer made by ADQ to acquire up to 100% of Aramex shares. The offer valued the business at $1.2bn and resulted in ADQ acquiring a 40.4% stake in Aramex. This landmark transaction marks the largest public M&A deal in the UAE since 2021 and is only the fourth successful tender offer ever in the UAE market. It required extensive coordination across internal and external stakeholders, careful navigation of regulatory frameworks across multiple jurisdictions including the UAE, and deep strategic alignment with Aramex’s long-term objectives.

In addition to this milestone, I continued to support the business on multiple fronts, particularly in M&A activities, closing key strategic deals with global accounts, and advising on governance matters across our regional and international operations.

I also led several legal operations initiatives to enhance efficiency and scalability, including the adoption of an entity management platform to oversee Aramex’s subsidiaries globally, significantly automating legal intake processes, and advancing the standardisation of policies and procedures across different jurisdictions. Furthermore, the legal function played an instrumental role in contributing to increased collections in key markets by refining internal frameworks and driving cross-functional collaboration.

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

Over the course of my legal career, I have been fortunate to be part of several high-impact and transformative projects that were not only professionally enriching but also rare in nature and scope. Perhaps the most recent experience was working on the successful completion of the voluntary public offer made by ADQ to acquire up to 100% of Aramex shares. This transaction marks the largest public M&A deal in the UAE since 2021 and is only the fourth successful tender offer ever in the UAE market. It required extensive coordination across internal and external stakeholders, careful navigation of regulatory frameworks, and deep strategic alignment with Aramex’s long-term objectives.

Early on in my career, I had the unique opportunity to be part of the legal team at Royal Jordanian Airlines during a pivotal moment in the airline’s history; its privatisation and subsequent listing on the Amman Stock Exchange. Being involved in such a complex and high-stakes process at an early stage in my in-house legal career was truly formative. The privatisation of a national carrier is not something that happens every day, especially in the Middle East, and it offered me firsthand exposure to government processes, public sector reform, and large-scale corporate transformation. During that time, I also contributed to the modernisation of the airline’s fleet, reviewing wet and dry lease aircraft agreements, supporting negotiations, and working on the regulatory framework for the delivery of new aircrafts. It was an immersive introduction to aviation law, commercial contracting, and regulatory compliance, and it instilled in me the importance of detail, structure, and agility when navigating large, multifaceted legal environments.

Later in my career, at Aramex, I had the privilege of working on a number of significant cross-border projects that further shaped my legal and leadership journey. One of the most impactful was Aramex’s global legal and tax restructuring project—a wide-reaching initiative aimed at optimising the company’s legal and tax structures across all markets. This involved close collaboration with leading international law firms and tax advisors, and required deep engagement with different internal functions such as finance, tax, and operations. Through this, I gained extensive exposure to various legal regimes and regulatory frameworks across the globe, particularly in corporate and tax law.

In addition, I played a lead legal role in all major M&A transactions undertaken by Aramex in recent years, including the most recent acquisition of MyUS in the USA, in addition to Berco in South Africa and Fastway in Australia, as well as the sale of InfoFort Group. I was also involved in the opening of several new Aramex operations in Africa and Southeast Asia, which required navigating unfamiliar legal territories and building local and regional legal capabilities from the ground up.

These experiences have not only shaped my technical expertise but also defined my approach as a business-oriented legal advisor. They taught me how to collaborate across borders and cultures, to align legal strategies with broader commercial goals, and to work hand-in-hand with top-tier external counsel and internal stakeholders to drive value. They also allowed me to develop a global legal mindset and a strong foundation in managing risk while enabling business growth – an approach that continues to guide me and my team in my current role.

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

The role of in-house counsel has evolved significantly in recent years from a legal gatekeeper to a strategic business partner. In today’s dynamic and complex business environment, I believe a modern in-house counsel must possess a unique blend of legal expertise, commercial acumen, adaptability, and leadership.

First and foremost, working with a business mindset is crucial. Legal advice in isolation is no longer enough. Counsel must deeply understand the company’s strategy, industry, and risk appetite, and provide solutions that are legally sound but also commercially practical. Being able to balance legal risk with business opportunity is a core skill that separates great in-house counsel from the rest.

Second, agility and adaptability are essential. Today, most global and regional organisations, including their legal departments, operate in an environment of constant change including regulatory shifts, geopolitical developments, technological disruption, and evolving customer expectations. A modern in-house counsel must be comfortable navigating ambiguity, quick to learn, and ready to pivot when needed.

Third, strong communication and stakeholder management skills are vital. In-house lawyers work with cross-functional teams every day. From finance and tax to operations, marketing, and IT. Being able to translate complex legal issues into clear, actionable insights for non-lawyers is key to building trust and influence within the organisation.

In parallel, collaboration and emotional intelligence are increasingly important. Counsel must be able to lead with empathy, manage relationships across diverse teams and cultures, and create a sense of partnership between legal and the business. This is especially relevant in global organisations, where success depends on cooperation and alignment across geographies and time zones.

Moreover, I believe that technological fluency is becoming a core competency. Embracing legal technology whether through automation, contract lifecycle management tools, or AI-powered platforms can significantly increase efficiency and allow legal teams to focus on higher value work. Modern in-house counsel should be curious about technology and proactive in exploring how it can optimise legal services and operations.

Finally, integrity and sound judgment remain timeless attributes. While the role may evolve, in-house counsel is still the guardian of ethics and compliance within the organisation. The ability to stand firm when it matters, provide independent advice, and foster a culture of accountability is essential in maintaining the long term health and reputation of the company.

In summary, the modern in-house counsel must be a strategic enabler, a risk-aware business partner, and a proactive leader. Combining legal knowledge with commercial thinking, adaptability, and influence to help the organisation navigate complexity and grow with confidence.