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

I have provided legal and strategic oversight for business growth across various company boards, led the establishment of risk management programmes, standardised contractual frameworks, and structured joint ventures and shareholder agreements. These initiatives were aimed at strengthening legal, risk management, and compliance processes across the Group.

Significant legal projects included the restructuring of cross-border corporate structures and the establishment of governance protocols, systems, and processes. These were developed by leveraging both internal and external expertise to build a sound, tax-efficient, and robust operating model that underpins the Group’s business objectives and growth ambitions.

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

An in-house legal counsel must be much more than “just a lawyer”. This role demands legal agility as well as a deep understanding of the business, the wider industry landscape, risk, governance, and ethics.

Today’s in-house counsel must bridge the gap between law and business, acting as a strategic partner and collaborative business enabler. Clear communication and decisive action are key, all while maintaining the necessary compliance framework to support the company’s long-term success.

In addition to the technical skills and intelligence of a qualified attorney, modern counsel must also possess the personality and emotional maturity to effectively engage with colleagues across diverse roles and functions. Approachability, collaboration, commercial pragmatism, and a solutions-focused approach — rather than a policing or “naysayer” mentality — are essential traits in a growth-oriented business environment.

Proactive legal agility and the ability to look beyond immediate needs are also vital. Aligning and leveraging technological developments with long-term business objectives and legal department goals — combined with strategic commercial pragmatism — enable in-house counsel to become client-centric, tech-savvy legal leaders and strategic partners within their organisations.

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?

Several interlinked trends are shaping the legal and business landscape. AI integration, regulatory change, ESG compliance, political instability, and economic volatility are all driving operational risk and transformation, with direct implications for compliance, business continuity, and strategy. In-house counsel must be equipped to address these challenges in an integrated manner.

AI Integration and LegalTech: legal departments are increasingly adopting AI tools and small language models (SLMs) to improve efficiency and outcomes in contract analysis, document drafting, compliance monitoring, and risk management. AI is now a baseline capability for in-house legal teams. Developing basic AI competency and staying informed about legal tech advancements and emerging legislation is no longer optional — it is essential.

Regulatory compliance and risk management: the demand for legal expertise in regulatory compliance, privacy, antitrust, and environmental law continues to grow. With new data protection laws, evolving supply chain risk requirements, and increased antitrust enforcement, constant vigilance is critical, particularly for companies operating across multiple jurisdictions.

ESG reporting and climate-related compliance present ongoing challenges, as public scrutiny increases and regulatory frameworks become more stringent and complex.

Close monitoring of global regulatory developments, especially those affecting supply chains and cross-border business risks, is key. In-house counsel are increasingly required to act as strategic advisors, guiding their organisations through dynamic environments influenced by regulation, technology, and human capital pressures.

ESG compliance and risk: ESG compliance obligations are becoming more stringent and legally enforceable, with significant penalties for non-compliance. The global regulatory landscape for ESG reporting is fragmented and fast-evolving, making multi-jurisdictional compliance more complex.

With no global harmonisation of ESG frameworks, companies face reporting gaps and liability risks. US and European legislation — including CSRD, CSDDD, and CBAM — demand integrated approaches to data governance, supply chain transparency, and scenario-based risk management. Static checklists are no longer sufficient.

Political uncertainty: global businesses face unprecedented political volatility, regulatory swings, and policy unpredictability, which compound compliance complexity and operational uncertainty. Increasing polarisation may lead to divergent regulatory regimes affecting areas such as energy, labour, and trade, while protectionist trade policies elevate geopolitical risks.

Companies must also contend with trade policy fluctuations, supply chain realignments, and compliance challenges arising from shifting tariff systems.

To navigate these risks, legal leaders must harness technology, reinforce cross-functional risk frameworks, and provide strategic counsel on adapting to this complex landscape — meeting both regulatory obligations and stakeholder expectations.

Remaining agile, informed, and strategically responsive will be crucial for in-house legal professionals in the years ahead.