Team size: 5

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

I continue to play a key role in advising on strategic and expansion business initiatives within the MENAT region, one of the most complex and expansive areas in EMEA. In my capacity, I provide comprehensive transactional legal support across various lines of business, encompassing both conventional and Islamic products. My responsibilities include advising on optimal business structures, ensuring compliance with legal and regulatory requirements during execution, drafting and negotiating agreements, and identifying necessary regulatory filings and submissions.

I have been instrumental in high-profile M&A and capital market transactions, which demand a profound understanding of local legal and regulatory frameworks, as well as cross-border restrictions across the diverse MENAT jurisdictions. Additionally, I have spearheaded several expansion initiatives for the firm in the region, including: the incorporation and licensing of a new legal entity, J.P. Morgan Middle East Limited, in the Abu Dhabi Global Market (ADGM). This entity is authorised to accept and book multi-currency deposits and products locally, marking JPMorgan’s first booking location in the UAE. I have also led on establishing a markets trading desk in the Dubai International Financial Centre (DIFC); setting up an onshore coverage model for private banking in the DIFC; and launching a new technology center for JPMorgan in Bahrain.

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?

Managing legal aspects during periods of instability or crises requires a strategic, agile, and well-coordinated approach. The key to success lies in balancing immediate risk mitigation with long-term strategic objectives, ensuring that the legal strategy supports the overall stability and continuity of the business operations. Managing such legal aspects initially requires a proactive risk assessment and scenario planning in anticipation of a potential issue or legal threats that may arise from regulatory changes, contractual obligations and litigation. The legal strategy must be closely aligned with the company’s broader business objectives, which involves understanding the company’s risk appetite, financial health, and strategic priorities during crises – for example, securing regulatory approvals for urgent business and operational actions, identifying and negotiating certain contractual terms.

It is also important that, at all times, effective communication and coordination is maintained between the legal department and other key business functions involved in resolving the crisis. The legal team should work closely with compliance, risk management, and finance departments to ensure that all actions taken are legally sound and aligned with the company’s risk management framework. Additionally, clear communication with external stakeholders such as regulators, customers and suppliers is essential to maintain trust and transparency during turbulent times. Finally, a post-crisis review is necessary to identify lessons learned and areas for future improvement.

What is a cause, business or otherwise, that you are passionate about?

I am deeply passionate about supporting families in various aspects, including parenting, caregiving, and more. My interests encompass helping children deal with bullying, promoting cybersecurity awareness for both kids and adults, enhancing presentation skills for teenagers, and discussing nutritional topics for children.

In 2019, I founded and led the Middle East, North Africa, and Türkiye (MENAT) chapter of the Working Families Network Business Resource Group (WFN). This initiative had a profound impact on employees during the pandemic, addressing challenges faced by our diverse office demographic, such as expatriate employees living far from elderly parents, relocating with young families, and balancing work and family life.

In 2022, I was appointed as the EMEA WFN co-Chair, a role I continue to hold. My focus is on revitalising the BRG by recruiting new members, rebuilding the leadership team, and enhancing connectivity across chapters and regions. I have forged strategic partnerships with internal and external groups.