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

Without transport, there is no nuclear industry — and that’s reflected in the work we do. Nuclear Transport Solutions sits at the centre of the global nuclear industry, moving material that few others can, in environments where failure isn’t an option.

Recently, I’ve been leading legal and regulatory input on a complex, high-security, multi-jurisdictional operation with the US Government to remove nuclear material from a third country as part of global threat reduction efforts.

This isn’t advising in the abstract. It’s about making something operationally difficult actually happen in practice by aligning different legal regimes, structuring liability positions that multiple governments can accept and unblocking issues quickly when they arise.  I’ve been working directly with senior officials, diplomats and legal counterparts to drive workable positions under tight timelines and high scrutiny.

In parallel, we’re supporting the UK Government’s push into advanced nuclear fuels, including HALEU. That brings a different challenge – helping shape transport solutions in a space where regulation and infrastructure are still catching up with policy ambition.

In both areas, legal is part of delivery, not commentary.

<Strong>What do you see as an opportunity or risk over the next six months?</strong>

The next six months are about managing instability without becoming paralysed by it.

Geopolitical tension is increasing complexity and costs – supply chains are less predictable, security risks are heightened, and cross-border legal alignment is harder to achieve. For a business operating internationally, that directly affects delivery.

At the same time, those pressures are accelerating investment in nuclear. Governments want energy security and to tackle climate change and are moving faster in areas like small modular reactors and advanced fuels.

The focus for me is keeping that balance – enabling progress where it makes sense, but being clear where legal, regulatory or operational constraints need to shape the pace.

<Strong>What does being strategic mean to you?</strong>

Being strategic as a General Counsel & Company Secretary is about deciding where and when I need to intervene.  Not every issue needs a lawyer, but the right issues need early, clear input, particularly where risk, reputation or delivery are on the line.

In practice, that means spending less time reacting and more time shaping. Getting involved early in projects, influencing how problems are framed, and being willing to challenge assumptions, including from senior stakeholders, where something doesn’t stack up.

As a member of the Executive and Board, I have to go beyond the legal remit, influencing all aspects of the business. A strategic GC should improve how the organisation makes decisions.  Ultimately, if legal isn’t affecting outcomes, it isn’t being strategic.

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

Modern in-counsel needs to have three things:

The resilience to deal with pressure in a calm and controlled way

The ability to drive solutions at pace, whilst protecting the business and colleagues.

A business partner mindset – embedding delivery, not observing it.

Good in-house counsel reduce friction and noise, not add to it.