Team Size: 172 total (includes legal, internal audit, and enterprise security); 45 (legal)

Major legal advisors/external counsel: Wachtell Lipton, Jones Day, Kirkland & Ellis, Littler

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

Over the past 12 months, I’ve had the opportunity to contribute to several impactful projects, particularly as I marked my first year at Macy’s. Transitioning into a new organisation brought both challenges and opportunities, and I was able to quickly leverage my prior experience to make meaningful contributions. Two major projects were managing the Company’s response to shareholder engagement, which focused on enhancing overall shareholder value as it related to our business operations. My role involved strategy and navigating these discussions with a focus on aligning stakeholder expectations with the Company’s long-term goals. Throughout these efforts, I also built and led a newly established team across the U.S., fostering collaboration and ensuring efficient operations despite geographical challenges. These experiences reinforced my commitment to driving positive outcomes for the organisation, and I am proud of the progress we’ve made. I look forward to continuing to contribute to the Company’s ongoing success.

Based on your experience 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?

One of the most prominent trends I am closely monitoring is the increasing role of Artificial Intelligence (AI) in shaping business innovation, operations, and the evolving legal landscape. As AI continues to develop, it brings with it a range of legal implications, including data privacy, intellectual property, and compliance challenges. In-house counsel must stay ahead of these changes to effectively guide their organizations through the potential risks and opportunities that AI presents.

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

I believe the legal department should be viewed as a strategic partner within the business. Building strong relationships based on trust, transparency, and open communication is critical in positioning the legal team as a trusted advisor rather than as a “department of no.” These relationships enable us to proactively identify and address legal risks and opportunities, which, in turn, support the company’s overall goals. It is essential that inhouse lawyers gain a thorough understanding of the business’s mission, objectives, stakeholder concerns, and key success metrics. This broad understanding allows us to provide comprehensive and business-savvy legal advice that adds value across the organisation.