Team size: 45

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

Over the past 12 months, I have played a central role in two transformative transactions that have significantly advanced e&’s global strategy and market positioning. One of the most notable was e&’s €2.15bn acquisition of a controlling stake in PPF Telecom Group’s operations across Bulgaria, Hungary, Serbia, and Slovakia. This landmark deal expanded e&’s footprint to 38 countries and reinforced its status as a major international telecom player. Beyond its commercial significance, the transaction was unprecedented in its regulatory complexity.

It became the first-ever Phase 2 investigation under the EU’s newly enacted Foreign Subsidies Regulation (FSR), and the first case in which the European Commission accepted remedies, allowing the deal to proceed. Under my leadership, e& secured conditional approval – an achievement that now serves as the primary public reference for how the FSR applies to mergers. The remedy we proposed was entirely original, crafted without precedent, and has since become a benchmark for non-EU, state-influenced entities navigating EU regulatory scrutiny. This outcome not only safeguarded investor interests in a shifting European landscape but also positioned my team as a trusted source of expertise for government-related entities and legal advisors dealing with FSR-related matters.

In a second major transaction, I led e&’s divestment of its 40% stake in Khazna, a joint venture originally formed with G42 in 2022. At its inception, I played a key role in structuring the partnership, where e& contributed operational data centres and G42 contributed under-construction and planned facilities. To support the 40/60 equity split, we implemented an innovative model in which each shareholder guaranteed the revenue of their contributed assets as if they were operational – an approach that enabled Khazna to scale rapidly.

On 25 February 2025, e& sold its stake for US$2.2bn, generating a capital gain of $1.4bn. I led critical workstreams throughout the transaction, including negotiation, drafting of complex documentation, and stakeholder engagement, ensuring a smooth and value-maximising execution. The deal demonstrated e&’s ability to unlock value through strategic asset monetisation and deliver strong returns to shareholders. Importantly, e& remains a strategic partner and tenant of Khazna, continuing to collaborate on AI-powered connectivity and advanced digital infrastructure solutions that are driving innovation and accelerating AI transformation across the UAE.

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?

In my experience over the past year, there have been a number of emerging trends and risks in the legal and business world, that in-house lawyers must manage.

A critical trend is geopolitical risk, particularly for organisations with operations in dynamic regions. Our footprint spans North Africa, the Middle East, and Asia, so managing geopolitical risk is at the core of our operations. Changes in regulatory landscapes, sanctions regimes, and export controls can disrupt connectivity, supply chains, and customer trust. Therefore, in house lawyers need to be proactive in ensuring any impact on the business is as minimally disruptive as possible and mitigate risk at an early stage.

Another key area is international regulatory complexity, driven by the rise of cross-border transactions and evolving international laws and regulations such as data privacy laws, foreign subsidies rules, antitrust requirements, merger controls and AI regulations. As governments introduce stricter regulations, in house lawyers must stay on top of such regulations and grow their expertise in navigating such legal challenges – ensuring compliance whilst implementing businesses strategic goals.

Another trend is the global emphasis on Environmental, Social, and Governance (ESG) initiatives. Companies are under pressure to demonstrate commitment to sustainability, ethical practices, and social responsibility. As in-house lawyers we play an important role in shaping ESG policies, managing disclosures, and mitigating associated risks.

Cybersecurity threats are also escalating, with attackers leveraging AI for sophisticated breaches. In-house counsel must work closely with privacy and data protection teams to prepare for and respond to incidents effectively.

Finally, the rise of AI presents both opportunities and risks. Emerging AI regulations, coupled with a lack of AI literacy, require legal teams to guide organisations in deploying compliant and ethical AI solutions while addressing risks to people’s rights and operational integrity.

These trends require proactive risk management, strategic thinking, and collaboration across both legal and multiple business functions to safeguard organisations.

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

My family. For me, family is not just a source of personal fulfilment but also a grounding influence that helps me approach challenges with clarity and purpose. My family provides balance and perspective to my career. This balance has been essential in driving success in both my personal and professional life. It has also shaped my leadership style, and inspires me to lead by example, fostering an environment of inclusivity and support both at home and in the workplace.

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

The role of modern in-house counsel is constantly evolving, and I believe our role requires a dynamic blend of legal expertise, interpersonal skills, commercial acumen, and strategic foresight. We are strategic partners to the business we work for, which means we must go beyond providing legal advice. To do this, it is pivotal to understand our organisation’s goals and its strategic direction, the dynamics of the industry and the country in which it operates, and the potential legal and reputational risks that come with the operational activities we advise on.

The legal and regulatory landscape is also constantly evolving, within most of e&’s transactions now, there are regulatory aspects which we must navigate. The ability to adapt quickly to these challenges, has been crucial in my career and for our team. Technology developments have also brought opportunities and challenges to the legal profession, and I believe it is crucial for legal counsel to be comfortable leveraging such tools, to enhance efficiency and mitigate risks.

Communication is key in most industries, but for in-house counsel, the is extremely important to effectively translate complex legal concepts into actionable advice/actions for non-legal stakeholders, and to liaise with external advisors. Communication was fundamental to the success of the PPF transaction, during which I managed the critical aspects of stakeholder engagement, notably through direct discussions with the EU Commission in Brussels.

Finally, I believe two fundamental attributes for in house counsel are both integrity and ethical judgment. The law is not always black and white and therefore, our moral compass and good intuition act as an excellent proxy for navigating and interpreting these uncertainties.