Legal team size: Five

What are the projects that you are most proud of working on over the past 12 months?

Leading the firm through an executive transition in the C-suite while continuing to build trust and partnership with our investors. Navigating a global crisis that unfolded on the international stage.

Forming and leading a Risk Committee that adeptly evaluates and assesses the most complex and challenging cases and charts a path forward for the business to navigate risk while performing the work.

Systematising a global legal services platform to support our business across over a dozen cities worldwide.

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 that you think other in-house lawyers should be mindful of?

More and more, in-house lawyers are called upon to be more than legal advisers, but true strategic and business partners, innovators and guardians of the company’s brand and reputation. To meet business challenges, in-house lawyers must be technologically savvy, adaptive and resilient. While guarding the company’s core values and remaining mindful of the organization’s tolerance and appetite for risk, in-house lawyers should also proactively develop strategies that adapt to changing regulatory and public policy frameworks. Strong relationships with counterparts in the industry are critical.

What are the key things you prioritise to get the most out of your team?

Facilitating collaboration and connecting functions in a way that emphasises the strengths of each team member. Identifying and promoting talent within the legal department. I have structured my legal team so that each member has ownership over their area of expertise and is trusted to make the necessary day-to-day judgment calls. Team members are most engaged when they have participated in defining their roles and responsibilities and are given opportunities to work on something they are passionate about.