Team size: 2

What are the key projects that you have been involved in over the past twelve months?

Over the past year, my work has focused on a number of commercial and governance‑related initiatives. This has included leading legal support on major contract negotiations, further strengthening the company’s compliance and risk management framework, and overseeing complex disputes and claims in close cooperation with the business.

As the world continues to face geopolitical, technological and economic uncertainty, how do you manage legal risk while still prioritising commercial objectives?

In an increasingly uncertain global environment, my focus as General Counsel is on ensuring that legal risk management supports commercial momentum rather than constraining it. The legal function is positioned as a strategic partner to the business, helping management navigate complexity and make informed decisions in real time.

We take a risk‑based and pragmatic approach, recognising that risk is an inherent part of doing business. The key is understanding which risks matter, how they can be mitigated, and when they are acceptable in light of the commercial objectives. Early involvement in strategic and commercial initiatives allows us to shape outcomes proactively, rather than reacting once decisions have already been made.

I place strong emphasis on clarity around risk appetite and transparent communication with the business. Where legal or regulatory uncertainty intersects with material commercial value, my role is to provide clear assessments and practical options, enabling leadership to make balanced and well documented decisions.

Continuous monitoring of regulatory, geopolitical and technological developments is essential, particularly in areas such as sanctions, compliance and data related risk. We rely primarily on strong in‑house expertise, complemented by targeted use of external counsel where matters are complex or exposure is significant.

Overall, the objective is to keep the companies agile and competitive, while ensuring that legal risk is understood, managed and aligned with the company’s long‑term strategy.

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

A modern in‑house counsel must combine robust legal judgement with a strong commercial mindset. The role is about enabling the business to move forward, identifying material risk, offering clear options, and supporting confident decision‑making rather than defaulting to caution.

Clarity of communication and pragmatism are essential, particularly when operating in complex or uncertain environments. Above all, today’s in‑house counsel needs to be a trusted strategic partner, aligned with the business and focused on long‑term value creation.