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

In recent years, the role of the in-house legal team has evolved significantly, moving beyond merely reviewing contracts or mitigating risks to becoming a strategic business partner. Today, the expectation is for the in-house legal team to have a deep understanding of the business model, to anticipate regulatory impacts, and to provide agile solutions that enable opportunities without neglecting the necessary controls.

How do you build and maintain strong relationships with key internal stakeholders, especially in high-pressure or fast-moving scenarios?

Maintaining strong relationships with internal stakeholders, especially in high-pressure or uncertain scenarios, requires trust, clarity, and availability. In critical contexts—such as audits, reputational contingencies, or complex negotiations—the in-house legal team acts as a translator between the language of risk and the needs of the business. Listening, responding swiftly, and structuring realistic solutions builds credibility and positions the legal department as a strategic partner rather than an operational obstacle.

What do you consider the biggest challenge for in-house legal teams today, and how are you addressing it within your own team?

One of the biggest challenges facing in-house legal teams today is managing an increasing regulatory burden without losing agility or responsiveness. To tackle this, we’ve integrated technological tools (such as document management and contract automation), strengthened cross-training within the team, and prioritised a strategic rather than purely regulatory approach. It is no longer enough to simply know the law; one must know how to interpret and apply it with business sense.