Team size: 168 

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

The most significant cases, projects, and transactions that I and my legal team have recently been involved in include managing all legal aspects of the sale of Edgewell’s feminine care business, a USD$340,000,000 transaction; overseeing Edgewell’s North America commercial restructuring, enabling the business to implement new ways of working; managing a global footprint initiative involving the construction of a new shave operations plant and the closure of two legacy shave manufacturing operations in the U.S. and two facilities in Mexico; establishing no-liability defences that resulted in a 35% reduction in the product-liability caseload; and negotiating a key brand sponsorship with an international sporting team.

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

During periods of instability or crisis, my approach to managing legal aspects centres on proactive risk assessment, clear communication, and agile decision-making. I begin by working closely with leadership to identify potential legal exposures that could arise from the evolving situation, whether related to regulatory compliance, contractual obligations, or employee matters. This allows the legal team to prioritise urgent risks and develop contingency plans tailored to the organisation’s specific vulnerabilities.

Maintaining open channels of communication with both internal stakeholders and external counsel is critical, ensuring that everyone is informed of the latest developments and that legal advice is aligned with the organisation’s operational objectives. I also emphasise scenario planning—preparing for multiple possible outcomes—so that the organisation can pivot quickly if circumstances change. By fostering a culture of collaboration and resilience, we can respond effectively to challenges, safeguard the company’s interests, and support its long-term stability even in times of uncertainty.

Finally, after the immediate crisis has passed, I conduct a thorough review of our response to identify lessons learned and areas for improvement. This continuous feedback loop helps to strengthen our legal frameworks and organisational readiness for future challenges.

Have you had any experiences during your career as a lawyer that stand out as particularly unique or interesting? 

One of my most unique and formative experiences as a lawyer was serving as an emerging markets General Counsel and spending significant time living and working in Africa. Navigating complex legal frameworks across multiple jurisdictions, I gained invaluable insight into how local cultures, regulatory environments, and business practices intersect. This experience challenged me to adapt quickly, build trusted relationships with local teams, and develop innovative solutions tailored to dynamic market conditions.

Living and working on the continent was not only professionally rewarding but also deeply personal – it broadened my perspective, heightened my cultural awareness, and reinforced the importance of humility and active listening in cross-border legal practice. The lessons I learned during this time continue to inform my approach to legal leadership and global risk management today.

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

In my view, the most important attributes for a modern in-house counsel encompass adaptability, strong business acumen, and effective communication skills. A contemporary legal leader needs to be a true strategic business partner, integrating legal insight with commercial awareness to help shape organisational strategy and drive sustainable success. The ability to navigate change and respond to evolving legal and regulatory landscapes is crucial, as is understanding the broader business context in which legal decisions are made.

Additionally, embracing a growth mindset is essential—continually seeking learning opportunities, welcoming feedback, and remaining open to new ideas and innovative approaches. Modern in-house counsel must also be collaborative, working seamlessly with cross-functional teams to provide practical, solution-oriented advice that supports organisational objectives. Integrity, sound judgment, and a commitment to continuous improvement round out the qualities that enable in-house counsel to add real value and lead effectively in today’s complex business environment.

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? 

One of the most significant trends I am closely monitoring is the rapid advancement and integration of artificial intelligence within the legal profession. AI-powered tools are beginning to transform everything from contract review and legal research to predictive analytics and case management. I am particularly interested in how these technologies can drive efficiency, reduce costs, and enhance the quality of legal services, while also raising important questions around data privacy, ethical considerations, and the need for robust governance frameworks.

As these innovations continue to evolve, I am focused on understanding their practical implications for in-house legal teams, including how best to leverage AI while maintaining compliance and ensuring responsible adoption. This includes staying informed about regulatory developments, industry best practices, and the potential impact of AI on the roles and skill sets required of legal professionals in the future.

Because I believe this topic is so important for the next generation of lawyers, I also teach a legal tech class to law students. This allows me to engage with emerging professionals on the profound changes technology is bringing to legal practice and to help prepare them for the opportunities and challenges presented by AI and digital transformation in the legal field.