Team size: over 1,800 Legal Professionals

What are the most significant cases, projects, or transactions that you and your legal team have recently been involved in?

Over the past year, Citi Legal has supported work that is both foundational and forward-looking. Much of it is confidential, but in broad terms, our teams have helped strengthen the firm’s risk and control environment, advanced significant regulatory alignment efforts across multiple jurisdictions, and guided the enterprise through complex questions involving data, privacy, and emerging technology. One matter I am particularly proud of involved resolving a multibillion-dollar capital issue that required precision, collaboration, and trust across Legal, Risk, and ICM. None of this work is achieved by individuals. It reflects the talent, judgment, and commitment of a legal department that shows up for Citi every day.

How do you approach managing legal aspects during periods of instability or crisis to ensure the organization’s resilience?

In moments of instability, my first responsibility is to bring clarity and steadiness so our people can do their best work. We focus quickly on facts, communicate openly, and ensure that decisions reflect both legal rigor and the organisation’s long-term interests. I rely heavily on the judgment of our global teams, who often surface risks or solutions before they escalate. When people feel respected, trusted, and informed, they perform with greater confidence. That is what creates organisational resilience. A legal department cannot eliminate instability, but it can model level-headed leadership that helps the entire firm move through uncertainty with purpose.

General counsel often speak of the need to be strategic to reach the pinnacle of the profession. What does being strategic mean to you?

Being strategic begins with understanding the organization’s mission, its stakeholders, and the real-world consequences of the guidance we provide. It means lifting our eyes from the immediate issue to consider how today’s decisions shape tomorrow’s risk profile, regulatory posture, and client experience. Strategy also requires listening—to colleagues, to regulators, and to the teams doing the work on the ground. When you listen well, patterns emerge, and decisions become clearer. A strategic legal function is one that helps the organization move forward with confidence, grounded in judgment that is thoughtful, principled, and aligned with the firm’s long-term goals.

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

Today’s in-house lawyers must combine technical excellence with clear communication, and the ability to collaborate across borders and disciplines. They need to translate complexity into clarity and understand the operational realities their business partners face. Curiosity matters as much as expertise. So does humility—the willingness to ask questions, learn new technologies, and engage with colleagues at every level. The best lawyers I have worked with are steady, practical, and team-oriented. They know that legal advice is not abstract; it must help real people make real decisions. When lawyers embrace that mindset, they elevate both the function and the organization.

What do you think is the greatest innovation you have enacted in the past year?

Our most meaningful innovation has been cultural: creating a more connected, people-centered legal department across nearly 90 markets. We introduced a unified set of principles—risk reduction, innovation, connection, and engagement—that now guide how we partner across teams and with the businesses. This has enabled faster decision-making, clearer communication, and a deeper sense of shared purpose. This is an operating model that helps people do their best work. The impact is real. Our teams feel more aligned, more supported, and better positioned to help Citi deliver on its commitments globally.