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

In the past twelve months, I have led the legal function in preparing the airline for the launch of its operations. Relevant activities included the negotiation of key contracts (such as ground handling, fuel, catering), assistance in securing necessary regulatory approvals, the setup of the required compliance frameworks and preparation of commercial terms and conditions and privacy policies. A few examples of complex negotiations are the SAR 5.0 bn. revolving credit facility from eight leading financial institutions in KSA and GCC region, the firm order for 60 Airbus A321neo family aircraft, an up to 50 Airbus A350-1000 large widebody aircraft with Rolls-Royce engines to power the A350-1000 fleet, leasing Boeing 787-9 Dreamliner that was designated as a technical spare aircraft to support its Air Operator Certificate (AOC) process and widebody aircraft interior contracts such as business class seats and economy class seats

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?

My primary approach is to assess every issue through a risk-based lens, map exposures across legal, regulatory and finance areas. I separate the zero tolerance risks, where we need act promptly, and the medium risks we set grace periods and actions plans. This structured approach gives the business space to adapt without losing control of compliance. We also assign clear ownership across the relevant functions, so accountability is never in question. In this way, legal is not only managing immediate risks but also strengthens the organsations resilience for the long term.

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

A modern in-house counsel should be a proactive and approachable partner, embedded in decision making from the outset. She/he must apply a clear risk-based approach, balancing regulatory requirements with commercial pragmatism. In a regulated environment, ensuring compliance while enabling the ambition of the business is essential. Strong communication skills, cultural agility, and ability to collaborate effectively across functions are key features of a successful in-house counsel. Leveraging technology, driving efficiency, and adapting quickly to change are increasingly important. Ultimately, the legal role is safeguarding the business while enabling it to grow with trust, integrity and resilience.

How do you prioritise diversity and inclusion within your legal department, and what initiatives have you implemented to foster a more inclusive work environment?

I lead with a “how can we help” mindset so that the team feels supported and valued. In our multi-cultural airline environment, I encourage my team to build relationships across functions and adapt to different working styles. Within the legal department, we have individuals of more than four nationalities, and we celebrate diversity through informal connections, often around food, which builds trust and rapport. I ensure everyone has a voice, creating a culture where people feel safe to speak up. We embed inclusion in everyday work through mentoring and reverse mentoring, which helps both junior and senior team members to learn from each other. Alongside this, we have flexible working arrangements to accommodate different needs when necessary. My goal is to make the legal team a place where every individual feels valued, heard and able to thrive.