Team size: 24

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?

During instability, I prioritise clarity on our legal obligations, ensure the right internal or external specialists are in place, and stay anchored in Careem’s values. When facts are limited, we surface assumptions early and stay flexible as the situation evolves. I invest in strong leadership relationships so that, in a crisis, we are operating from alignment rather than building it. Where decisions involve broader risk or judgment, we engage the Board early to align on direction and ensure expectations are clearly set.

On strategy, I prioritise working ahead. If something is needed in Q4, the legal groundwork should be underway well before that. I spend time with business leaders to stay close to each vertical’s strategy and any shifts along the way, so legal execution is well-timed and enables delivery. Clear alignment early on avoids last-minute scrambling.

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

Modern in-house counsel need strong legal foundations (making time to read and understand the law properly, not the place for AI summaries). It is also about staying current with tech and emerging issues, and being commercially aware of what is happening across the relevant industry and adjacent spaces. Just as important is being approachable, holding a strong moral compass, and building trust through clear, practical advice. The value often lies in connecting the dots, while staying close to the detail.