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

We have been involved in supporting our subsidiaries in several corporate transactions and financings. We have also been involved a major corporate litigation in Delaware.

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

The key is to remain steady and always remember your and your organisation’s core values and goals. I aim to be a trusted advisor to my business colleagues during all business environments, and building relationships based on practical, high quality and value-added input over a long period of time aids immensely in periods of stress.

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 means understanding thoroughly the business and your organisation’s culture and goals and building trust with your business colleagues. It means you are able to quickly assess issues and evaluate business and legal impacts of alternative solutions. It also means being proactive and answering both questions presented and questions that should be asked by business colleagues.

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

I have had the privilege of practicing for 30 years at a large NYC firm followed by almost 10 years of in-house practice as a General Counsel. We have witnessed over the past 40 years rapidly changing technologies and business practices, but the core attributes of a successful outside or in-house attorney have remained steadfast. Attorneys need to be nimble and open to the ever-changing ways of practicing, but must still maintain integrity, passion for their clients’ success and willingness to go the extra mile to be successful.

We are currently living through a time of geopolitical change, and the world order that we have come to take for granted for many years is being rewritten. Does this affect your company’s risk profile and, if so, what are you doing to mitigate this?

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

The answer to this question does not really change over time- the most important attributes include integrity, grit, diligence, interpersonal and managerial skills, enthusiasm and intellectual curiosity.