Team size: 25+ 

Career Biography

Mohammed Majid is the Group General Counsel and a Board Member of the Dubizzle Group, with overall responsibility for the global legal function across MENA. The Dubizzle Group has built and grown the dubizzle and Bayut businesses in the UAE and MENA, each of which is among the most iconic technology brands in its respective market. In 2020, Dubizzle became one of the UAE’s first home-grown unicorns.

Majid joined Dubizzle in 2020, having spent the previous 15 years in private practice. He retired from the partnership of the top five global law firm CMS, where he had been trusted counsel to Dubizzle and several other high-growth companies on market-defining transactions.

Majid has been based in the Middle East since 2011, having previously been in London as a private equity lawyer. While in private practice, he was consistently recognised across the leading international legal directories as a leading corporate M&A lawyer.

Since joining Dubizzle, Majid has led the Group’s M&A activities, including acquisitions, disposals, joint ventures, minority investments, restructurings, venture capital and investment work across a wide variety of markets.

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

M&A continues to be an integral part of my role.

Over the past 12 months, I have executed three strategic acquisitions for the Dubizzle Group – DriveArabia (UAE), Property Monitor (UAE) and Hatla2ee (Egypt) — while supporting the Group’s expansion in KSA and streamlining operations through the separation of several non-core businesses.

Having overseen an ambitious M&A programme, I am heavily involved in readiness work and analysis to support the broader strategic vision of the Group, including potential future liquidity events.

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?

There are several trends that have stood out over the past year that I believe in-house lawyers should monitor closely. Two key ones for technology companies are AI and the evolving expectations of the legal function.

AI: The rapid advancement of generative AI tools is transforming the way legal teams operate, from contract review to legal research and document automation. While these tools offer efficiency gains, they also raise complex questions around data privacy, intellectual property, and liability. In-house teams need to strike a balance between innovation and risk management, ensuring responsible adoption with appropriate guardrails.

Legal function expectations: There is growing pressure for legal departments to operate more like business units. Being cost-efficient, metrics-driven and collaborative are now key performance indicators that the business looks for. This shift is pushing in-house teams to rethink workflows, embrace technology, and deepen cross-functional engagement with areas such as compliance, procurement, and operations.

An inclusive and equitable work environment cannot thrive in a fast-paced legal team without conscious leadership and cultural effort. We strive for a flat structure to ensure that voices are heard across the team and that work allocation is managed intelligently and fairly.

We hire the best talent and, as a global business, benefit from the diversity of our workforce. As an example of conscious inclusion and team spirit, our lawyers play an active role in the hiring and integration of new lawyers across all levels and teams. Ensuring that every person is valued and their individuality respected is central to my personal values and consistently reflected across our senior leadership.

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

The role of in-house lawyers has evolved significantly. Beyond legal expertise, today’s in-house lawyers are expected to act as true business partners. I believe the most important attributes for a modern in-house counsel are strong communication, commercial awareness, agility, technological literacy, and collaboration.

Strong communication skills are essential, whether simplifying complex legal concepts, influencing internal stakeholders, or managing external counsel.

Commercial awareness ensures that legal advice is practical and aligned with the company’s strategy, rather than delivered in isolation.

Agility and adaptability are crucial in a constantly changing legal and regulatory landscape. In-house lawyers must be able to pivot quickly, absorb new information, and provide clear guidance in fast-moving or uncertain situations.

Technological literacy and an openness to process improvement can greatly enhance efficiency and the value delivered by the legal function.

Collaboration and relationship building are also vital. In-house counsel often work cross-functionally with finance, HR, compliance, and operations, and building trust and maintaining strong internal relationships enhances influence and effectiveness.

In summary, modern in-house counsel must wear multiple hats – legal adviser, risk manager, communicator, and business partner – often all at once.