Team size: 30+

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

I was involved in the bid for the 2034 FIFA World Cup and involved in the review and modernisation of the regulatory landscape within the Saudi Football Federation.

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?

In the 15 years I have been in-house, I have dealt with various periods of instability, uncertainty and periods that could be viewed as “crises” – both from my time in rugby and then football. What is important is to ensure there is resilience – not only personally but also within the team. A firm and solid base within the team is required to be able to withstand any period of potential turbulence. As the head of a team and as a leader, it is absolutely key that I demonstrate this at all times. I am calm in a crisis and need to ensure whatever I may be feeling inside (after all we are all human….) I do not display this outwardly so I can support my team and enable the legal work to continue efficiently and effectively and is not de-stabled. “Shadow of the leader” is key.

Working in sport there is often media interest, particularly during turbulent times. This brings additional pressure and makes it even more important that as part of the legal strategy embedded within the team, there is a transparent process to dealing with matters. This does not mean that everything should be open to public scrutiny as confidentiality in most legal streams must be strictly adhered to, but where possible it is important that the approach to transparency that is adopted in most parts of a sports governing body can also be embedded within the legal and governance stream.

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

A business-centric approach to advising, agility of thought and the ability to be able to adapt in the changing legal and business worlds. In addition, communication skills and emotional intelligence are key together with a collaborative approach.

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 view, it goes without saying that it is essential that all lawyers, whether in-house or not, and the business world as a whole keep an eye on the emergence of AI. AI can undoubtedly assist businesses, including in the legal space, but it will also inevitably bring challenges.