Team size: Over 60

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

Over the past year, my work has focused on supporting complex, high-value initiatives at the intersection of global content distribution, technology, and platform growth. Much of this work is confidential, but in general terms it has involved structuring and negotiating strategic, multi-territory partnerships that enable international scale while balancing regulatory, operational, and long-term commercial considerations.

A significant portion of my time has been dedicated to cross-border distribution and platform agreements that combine traditional media elements with newer hardware, UX, advertising, and data-driven components. These transactions often required bespoke legal frameworks rather than reliance on precedent, particularly where legacy licensing concepts did not align cleanly with modern connected-TV or streaming business models. In several matters, I worked closely with product, engineering, and regional leadership teams to design contractual structures that preserved flexibility amid evolving technical and regulatory landscapes.

In parallel, I continue to focus on strengthening the legal function itself—developing negotiation playbooks, escalation frameworks, and mentoring junior lawyers through complex deals. I also chair a pro bono working group, reinforcing the role of in-house legal teams as both commercial partners and responsible corporate citizens.

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

Periods of instability demand legal leadership that is both steady and pragmatic. My approach is grounded in clarity, prioritisation, and trust-based partnership.

First, clarity. In uncertain environments, the most valuable role legal can play is helping leaders understand what truly matters. I focus on distilling complex or rapidly evolving legal issues into clear decision frameworks, separating critical risk from background noise, and being transparent about what is known, unknown, and still developing. This allows the business to move forward thoughtfully, even when perfect information is unavailable.

Second, prioritisation. Not every legal issue requires immediate escalation. I work closely with stakeholders to assess matters based on impact, reversibility, and alignment with strategic objectives. This triage mindset ensures legal resources are deployed where they create the greatest value, while preserving optionality as circumstances evolve.

Finally, partnership. Resilience is built before a crisis occurs. I place strong emphasis on cultivating trusted relationships across product, finance, engineering, and senior leadership, so that when challenges arise, communication is candid and efficient. In those moments, legal advice is most effective when it is integrated into real-time business decision-making, not delivered in isolation.

Looking ahead, my focus remains on building legal frameworks and teams that are adaptable by design, capable of supporting growth, innovation, and integrity even in periods of disruption. That combination of commercial rigor, judgment under pressure, and long-term perspective is what I believe defines durable legal leadership.

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

Modern in-house counsel must pair strong legal judgment with commercial fluency, adaptability, and ethical leadership. Technical expertise is foundational, but real impact comes from understanding how the business creates value and translating legal risk into clear, decision-ready guidance.

Judgment under uncertainty is increasingly critical, particularly as organisations navigate fast-moving technological change, including the adoption of AI. In-house counsel must be comfortable advising where precedent is limited, assessing risk proportionately, preserving optionality, and enabling responsible progress rather than defaulting to overly conservative positions.

Equally important is the ability to collaborate and influence across disciplines. Modern legal leaders must build trust with product, engineering, creative, and executive teams so legal guidance is embedded into real-time decision-making. Clear communication, empathy, and credibility are essential to that role.

Finally, modern in-house counsel must lead with a human-centered mindset. This includes a commitment to ethical governance, inclusion, and wellbeing, and a recognition that legal teams play a defining role in shaping how technology affects people, creativity, and trust.

Ultimately, the most effective in-house counsel today are those who balance innovation with accountability, using law not just to manage risk, but to guide progress with intention.

What is a cause, business or otherwise, that you are passionate about? Why is this?

I am deeply passionate about the responsible evolution of technology in the content and media ecosystem, particularly where emerging technologies intersect with creativity, human judgment, and trust. This interest has been a consistent through-line in my career long before artificial intelligence became a dominant topic in public discourse.

For more than two decades, my work has focused on helping organisations navigate how technology reshapes the creation, distribution, and monetisation of content. From early digital licensing models to today’s connected-TV and data-driven platforms, I have been motivated by the challenge of ensuring innovation advances in ways that remain sustainable, equitable, and respectful of creative and human value.

In recent years, that focus has become more explicit through my work and thinking on AI. I view AI not simply as a technical capability, but as a governance and ethics challenge, one that raises fundamental questions around transparency, accountability, authorship, and the preservation of human agency. For over a year, I have regularly published reflections on LinkedIn under the #HumanlyAI hashtag, where I explore these issues in a practical, accessible way, drawing on real-world legal, business, and cultural considerations.

To further deepen my expertise, I completed a year-long Professional Certificate in Legal Technology from MIT in 2023. That experience reinforced my belief that lawyers must help design thoughtful guardrails that enable innovation while safeguarding trust and responsibility.

Ultimately, the cause that drives me is ensuring that AI and emerging technologies enhance creativity, access, and connection, rather than eroding them. I believe legal leaders have a critical role to play as stewards of human-centered innovation, shaping progress with intention, accountability, and care.

What have you done to further diversity objectives in your organisation?

Advancing diversity, equity, inclusion, and accessibility is a leadership responsibility I take seriously, and one I integrate directly into how I lead, advise, and build teams.

At Roku, I serve as Chair of the Latino Employee Resource Group, where I have led efforts to expand mentorship and sponsorship pathways, increase visibility for underrepresented employees, and create programming that supports career development and psychological safety. Over the past year, I have worked closely with senior leaders to ensure ERG insights inform broader talent and culture initiatives, helping inclusion become embedded in day-to-day decision-making rather than siloed programming.

I also chair the company’s Pro Bono Working Group, which I helped establish to align legal expertise with several initiatives. By integrating pro bono work into the legal function, we have created meaningful opportunities for engagement, skills development, and cross-functional collaboration, reinforcing a culture where social impact and professional excellence are mutually reinforcing.

In my legal leadership role, I am intentional about inclusive practices, mentoring junior lawyers through complex negotiations, ensuring diverse perspectives are present in high-stakes discussions, and advocating for transparent and equitable processes. I also actively support conversations around wellbeing, recognising that inclusion is inseparable from sustainable performance.

Together, these efforts contribute to a more resilient, inclusive workplace where people feel empowered to contribute, grow, and lead.