How has your role as in-house counsel evolved in recent years, particularly in response to global or regional changes?

In recent years, the role of in-house counsel has shifted from being purely legal specialists solving isolated organisational problems to becoming strategic advisors focused on delivering robust and sustainable solutions. Achieving this requires a deep understanding of the client, its people, and its organisational culture. The proposed solution must account for various dimensions and incorporate a thorough risk analysis considering all relevant stakeholders, while anticipating potential future scenarios.

How do you build and maintain strong relationships with key internal stakeholders, especially in high-pressure or rapidly evolving situations?

In high-pressure situations, maintaining strong relationships requires identifying the specific needs of each internal stakeholder. Every stakeholder has unique goals that must be satisfied in a way that supports the broader interests of the organisation. Therefore, it is essential to propose or facilitate solutions that align with those individual goals while keeping the organisation’s priorities at the center of the decision-making process.

What do you see as the biggest challenge facing in-house legal teams today, and how do you address it within your own team?

One of the greatest challenges today is managing a multigenerational workforce. This demands a high level of empathy when working with both internal clients and team members. The current business environment calls for quick responses and actionable solutions. To meet these demands, active listening and a compassionate approach are essential. These enable a better understanding of each team member’s background and decision-making framework, which in turn allows for the delivery of tailored legal solutions and clear explanations of case-by-case differences.

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

In today’s world, particularly with the rise of AI, it is critical that legal professionals across all specialisations develop strong analytical skills. These skills allow them to use AI as an effective tool, while also accounting for the nuances that AI cannot fully address. This includes assessing risks that are specific to each case, such as geographic location, climate, social context, historical background, and understanding the varying levels of risk appetite and aversion among stakeholders involved in a particular matter.