Team size: Ten

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

Building strong relationships with internal stakeholders, especially during critical events, starts with trust — and that trust is earned through consistency, empathy, and a deep understanding of the business. As an In-House Counsel, I’ve always believed that legal should be integrated into the DNA of the company. That means learning the technical and operational language of each area, staying close to the teams, and being proactive, clear, and solution-oriented, notably in fast-moving or high-stakes situations.

Before a sensitive situation, the legal response required immediate coordination across departments, from technical and operations teams to senior management. Lawyers should embed themselves in the core team managing the response shaping strategies, promoting direct and constant contact, and ensuring that every step taken was legally sound and strategically aligned.

The trust and credibility we had built beforehand enabled Legal team to be seen not as a blocker, but as a true partner. In other words, when Legal shows up with business insight, empathy, and strategic clarity, we can help the company not only navigate risks but also accelerate recovery. In my view, this is how legal leadership adds real, lasting value.

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 is one of the most important — and fulfilling — aspects of my role. I believe the true value of an in-house legal team lies in its ability to understand the business, build trust, and offer practical, strategic solutions without ever compromising integrity. For that, technical excellence alone isn’t enough. I focus on developing lawyers who are curious, empathetic, and proactive — professionals who step out of their legal comfort zone to engage deeply with the business, walk the sites, talk to engineers, and learn how value is created.

This mindset was instilled in me by the great mentors I’ve had throughout my career — people who encouraged me to go beyond the traditional legal lens and embrace empathy, diplomacy, and strategic thinking. Because of them, I became a business counsel, not just a lawyer. Today, I try to pay that forward by leading by example and creating growth opportunities for my team — through cross-functional collaboration, exposure to leadership conversations, and a strong culture of listening and learning.

The key skills I aim to cultivate are business acumen, strategic vision, emotional intelligence, adaptability, and excellent communication — because in today’s world, legal isn’t a silo. It sits at the heart of the business, working with and through people to navigate challenges and shape the future with clarity, integrity, and purpose.