Team size: 9

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

Key projects have included acquisitions and a Group Market Alignment Plan to ensure resources and costs are right sized for the business.

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

ABL Group is operating globally in 44 jurisdictions, so we are used to managing geopolitical and economic changes. It means that we need to have a robust fundament for how we operate and that the business agrees and aligns on certain principles for our projects (which risks are acceptable, which require escalation, which are non‑negotiable etc.). The Legal team plays an important role in this. It also needs to be clear internally who takes the decisions at various levels and the information needed for such person(s) to take a decision, in order to reduce internal bureaucracy and time spent.

As the in-house role continues to evolve from legal advisor to business partner, what strategies have you found most effective for stakeholder management and aligning legal advice with business strategy?

I have always emphasised in the legal team the need to solve problems for the business, not create new problems. A commercial mindset is very important: how can Legal help the business to achieve their goals? The business wants solutions; they don’t want someone who only sees problems and risks. Describe options. Risks should be understood, mitigated as far as possible and then the business should aim to get paid for any remaining risk. No projects will be without risk – risks must be acceptable compared to profit in the project. Managing legal risks is about informed risk‑taking, not risk elimination.