How do you cultivate legal talent internally, and what skills do you see as most essential for the next generation of in-house lawyers?

Cultivating legal talent starts with consistency between what you say and what you do. Leadership is not about speeches, it’s about presence, coherence, and showing up. When your team sees that you lead with integrity, they are willing to give you that extra mile—not out of obligation, but because they believe in the journey you’re building together.

I strongly believe in empowering people. Delegating is not about offloading work; it’s about trusting, guiding, and creating space for others to grow. Few things are as fulfilling as witnessing your team members evolve, take bold steps, and realize their potential.

Looking ahead, the most critical skills for in-house lawyers will be soft skills. Empathy, business acumen, agility, and communication are irreplaceable by any technology. These are the tools that will allow legal teams to remain relevant, human, and indispensable.

The next generation of in-house lawyers must step beyond the legal department. They must understand operations, walk the field, and connect law with value creation. The lawyers who make a real impact are those who build bridges between compliance and business strategy—and help drive results from within.

And ultimately, the impact must be measured. Legal work must translate into numbers—whether it’s cost efficiencies, risk reduction, or value creation. That’s how legal teams earn their seat at the table and show they are true business partners.

How has your role as in-house counsel evolved over the past few years, particularly in response to shifting global or regional dynamics?

My role as in-house counsel has evolved significantly—not just in how I approach legal work, but in how I position the legal function within the organization. One of the first changes I implemented was reframing our language: we no longer refer to other departments as “internal users,” but as internal clients. This shift isn’t just semantic—it reflects a cultural change in how we serve and collaborate.

Another key change was adopting a zero-tolerance policy for “it can’t be done.” That phrase no longer exists in our vocabulary. Our internal clients come to us for strategic solutions, not roadblocks. This requires deep listening and a genuine interest in understanding the business needs behind each request. Only then can we co-create legal and commercial solutions that are practical, tailored, and aligned with business goals.

These internal mindset shifts have elevated the legal team’s role into a true business partner—one that adds value beyond compliance.

In terms of external dynamics, the global environment has pushed in-house counsel to be more agile, resilient, and proactive. Regional volatility, economic shifts, and regulatory complexity have made it essential for legal teams to anticipate risk, guide strategic decisions, and support business continuity. We’ve gone from being advisors to being enablers of growth and stability. The role is no longer about reacting; it’s about leading from within.

That means staying informed, staying curious, and embracing lifelong learning as a core part of the job.