Gulftainer recently appointed a new CEO with an ambitious mandate to expand the company both geographically and across new verticals. As a result, a significant portion of the past few months has been spent in strategic meetings as we finalise our roadmap for the future. This has provided valuable exposure for the Legal function, and I’m pleased that we’ve been included in these pivotal discussions from the outset. We are now moving into the execution phase and are rapidly establishing multiple subsidiaries to support our targeted geographies and verticals.

In parallel, we are progressing several corporate development projects that will unlock new territories and revenue streams for the company. Unfortunately, these initiatives require a little more time before they can be publicly announced. Neither our Comms team nor our counterparties would thank me for going public prematurely!

With AI and automation becoming increasingly ubiquitous buzzwords, we’ve used our new budget to trial a number of tools aimed at streamlining the department’s workload — particularly around compliance, company secretarial records, and contract lifecycle management (CLM). I’ve worked with several providers of such tools in previous roles, but it has been eye-opening to see the current generation of solutions now available at more cost-effective rates.

Of course, while focusing on the future, it’s equally important not to lose sight of existing matters. We were therefore delighted to secure a victory in a long-running court case in the Kingdom of Saudi Arabia. This win marked the culmination of several years of dedicated work by our team and external advisers, and I was genuinely proud of the result.

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

I’ve been fortunate to have had several memorable experiences throughout my career—from handling “sons of the soil”-type claims for profits generated on ancestral land in India, to overseeing high-value M&A deals involving publicly listed companies, and even arranging for the evacuation of employees from Myanmar following the 2021 coup.

One experience that particularly stands out, however, was providing legal support for the founding and operations of Mananalu Water, a joint venture between my then-employer, Ball Corp, and international actor Jason Momoa. The JV aimed to showcase the recyclability of aluminium beverage cans as an alternative to plastic bottles. Mr. Momoa is a passionate advocate for sustainability — especially concerning our oceans — and the venture aligned strongly with his mission.

I’ve always found joint venture work rewarding due to the optimism surrounding their formation and the critical need to accurately reflect the parties’ commercial intentions in the legal drafting. In this case, the legal work was occasionally punctuated by phone calls with Mr. Momoa. Dialling into a teleconference to discuss marketing strategy with Aquaman himself was certainly not something I had envisioned at the start of my legal career. It was a clear case of two very different worlds colliding.

Mananalu has gone from strength to strength and is now widely available in retailers across the US. It’s always rewarding to be involved in projects where you can see—and in this case, taste—the results of your work.

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

A few attributes immediately come to mind: a genuine interest in the business. This is absolutely fundamental. To provide meaningful legal advice across a company’s operations, it’s essential to truly understand how the business works. It’s also important for building credibility and gaining the respect of colleagues who are often more immersed in day-to-day operations. Having worked across industries — from software and manufacturing to logistics — I’ve learned how crucial it is to immerse yourself quickly in a new business environment.

Understanding the company’s risk profile is key. A priority for me when joining any organisation is to understand the risk appetite of both the business and its board, and to tailor legal advice accordingly. Having worked within FTSE 100, S&P 500, and family-owned companies in the UK, US, and UAE, I’ve seen how risk profiles can vary significantly. What may be seen as overly conservative in one setting could be entirely appropriate in another. Misalignment between Legal’s approach and the organisation’s risk appetite inevitably undermines effectiveness.

Lawyers aren’t always known for their communication abilities, yet this is a critical skill for in-house roles. We’re often tasked with explaining complex legal concepts to stakeholders from diverse backgrounds. Particularly in the UAE, where teams are typically multinational, clarity, cultural awareness, and stakeholder management are vital. As I’ve progressed in my career, the success of my role has become increasingly tied to the development and performance of my team. Investing in their growth and ensuring clear internal communication has become central to how I work.

In-house lawyers need courage. In an ideal world, all legal advice would be well received — but that’s not always the case. A General Counsel must occasionally deliver uncomfortable or unpopular advice to help the business avoid unnecessary risk. During my career, I’ve worked on government-led investigations into regulatory breaches and high-value internal compliance matters, and I’ve seen first-hand the consequences of inaccurate or ignored legal advice. Drawing on these experiences gives me the confidence to stand firm when necessary, even if it’s not the easiest path.