What are the most significant cases and/or transactions that your legal team has recently been involved in?

My remit, as well as that of my team, spans a broad range of responsibilities built on a risk-based model. We dedicate our time and resources where there is material risk or strategic importance. Our support covers transactions across global operations, including global manufacturing and supply, procurement, site strategy, construction and engineering, real estate, ESG, and dispute resolution. Notably, we do not advise on country-specific matters, such as supplying patients through the NHS in the UK, but rather focus on global-level matters. Recently, I have supported several high-profile transactions, including AstraZeneca’s multi-billion dollar investments in new facilities in China, Singapore, and the United States. Our team leads high-value negotiations with suppliers involved in manufacturing our medicines, as well as those supporting our R&D and new modalities. We have also tackled global challenges, providing advice and supporting negotiations to ensure the continuity of supply to patients amid geopolitical or macroeconomic issues such as conflicts, inflation, and tariffs.

What do you see as an opportunity or risk over the next six months?

Global uncertainties are expected to persist over the next six months and beyond, requiring ongoing adaptability and careful planning to minimise risks and capitalise on opportunities. The evolving flow and volume of new legislation, developing at different rates across the world, especially in areas like ESG and AI, makes it essential for legal professionals to stay informed. Being proactive in advising and contributing to strategy helps reduce the need for reactionary measures in response to legislative changes.

In your role, how do you balance the need to protect the organisation’s interests today while also considering legal implications and opportunities that may arise in the future?

My role is fundamentally part of an enabling function within the organisation. There is a necessary balance between protecting the interests of today and preparing for the challenges and opportunities of tomorrow. Our risk-based legal support model is central to achieving this balance. I particularly enjoy the strategic aspects of my work, collaborating globally with outstanding leaders and subject matter experts, which has been a rewarding experience.

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

Many lawyers and leaders share defining workplace experiences from the coronavirus pandemic, and mine stands out due to my time at AstraZeneca. I was closely involved in all efforts to continue supplying medicines to patients and supporting the development of covid vaccines.

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

Continuous learning and development of legal competence is expected, however, it’s other factors that are equally important for a modern in-house lawyer. Attitude and effective communication are key differentiators. My most valuable learnings, both early in my in-house career and today, have come from engaging with experts in non-legal fields. Being curious and asking questions have enabled me to gain insights that I apply to my legal work. Humility and a willingness to learn are important, as is understanding the commercial and strategic context of the business to provide practical advice and take smart risks. Learning the communication styles of the business and stakeholders further enhances the impact of legal advice. Beyond traditional expectations, modern lawyers must also embrace technology and AI, using them to innovate and improve their work and contribution to the business.