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 role as a general counsel, I have noticed a few shifts that really stand out in the Middle East recently. One of those is the pace of new regulation, whether it is in infrastructure, energy diversification, or anti-corruption, and the challenge for in-house lawyers is not just to keep up, but to translate that complexity into clear guidance the business can actually use.

Another big change is the move toward legal technology. We are all being asked to do more with leaner teams, and tools that help with contracts, workflow, or compliance tracking are becoming essential. It is less about replacing lawyers, more about giving us the visibility and bandwidth to focus on the issues that matter most.

Geopolitical uncertainty is also part of our daily reality. From sanctions to supply chain disruption, legal teams are expected to be risk advisers as much as lawyers, helping businesses prepare for scenarios we may not have faced before.

And finally, dispute resolution. Arbitration remains the preferred route for resolving international and domestic disputes, but the landscape is shifting, with DIAC’s updated rules and Riyadh building its arbitration hub. There is a clear push for faster, more reliable outcomes. That means we need to revisit our clauses and make sure they’re keeping pace.

Taken together, these trends remind us that the role of in-house counsel is no longer just about legal risk management, but about being true business partners who can anticipate change and guide our organisations through it.

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

I think being an effective in-house counsel today goes beyond just knowing the law. Technical skills are important, but what really matters is agility, being able to adapt quickly as regulations and business needs change.

We also need strong commercial instincts. Our advice only has value if it works for the business, so we have to understand strategy, risk appetite, and commercial realities just as much as law. Clear communication is another big one. We are often taking complex issues and turning them into simple, actionable advice for colleagues who do not speak ‘legal.’

And finally, resilience. The pace of change, from new technology to geopolitical shifts, means you need the confidence and calm to help the business move forward even in uncertain times.

In my own role as General Counsel, I see all of these attributes tested daily, from navigating fast-moving regulation to advising across multiple jurisdictions. At the end of the day, being an in-house lawyer is about being a trusted partner to the business, not just a legal adviser.