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

Today’s in-house counsel must operate far beyond the traditional role of a “business partner” or “gatekeeper.” The modern general counsel is part lawyer, part strategist, and part futurist — a professional who combines technical expertise with vision, agility, and influence. Three attributes, in particular, define this new profile.

First, foresight and adaptability. Effective in-house counsel must not only manage current risks but also anticipate emerging signals and macro trends — from artificial intelligence and space law to decentralised organisational structures such as DOAs. The ability to interpret these developments and translate them into proactive strategies positions the legal function as an early-warning system for the business.

Second, an innovation mindset. Law is increasingly a creative discipline, and the best in-house lawyers approach it as such. This means designing adaptive frameworks, model clauses, and governance mechanisms that empower, rather than constrain, the business. Legal teams that think innovatively can move from risk avoidance to opportunity creation.

Finally, stakeholder influence is critical. The modern in-house lawyer must build deep trust across the enterprise and position legal as a partner in shaping strategy. Doing so requires commercial acumen, clarity of communication, persuasive leadership, and the ability to balance legal, ethical, and financial considerations to support sustainable business decisions.

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?

Three trends stand out as particularly important for in-house lawyers navigating the rapidly evolving legal and business landscape. The first is AI and autonomy in decision-making. From the introduction of AI-driven corporate governance tools to the emergence of autonomous decision-making systems, questions of accountability, liability, and oversight are moving swiftly from theory to practice. Legal teams must be prepared to define the boundaries of responsibility in environments where human and algorithmic decisions increasingly intersect.

The second is tokenisation and digital assets. Real estate tokenisation pilots and the growing use of real-world asset (RWA) structures are exposing regulatory and governance gaps across jurisdictions. In-house lawyers will need to anticipate how multiple branches of law — including property, securities, and digital law — converge in ways that regulators are still catching up to.

The third is geopolitical resilience. With supply chains, data flows, and energy security now heavily influenced by geopolitical dynamics, general counsel have a vital role in helping organisations design legal frameworks that balance agility with compliance. The ability to navigate these shifting landscapes with foresight and flexibility will increasingly define the success of global businesses and their legal teams alike.