Career Biography

Over the years, I have seen the role of the in-house counsel transform significantly. What was once perceived primarily as a technical or advisory function has become a strategic position at the heart of decision-making. Today, legal teams are not only expected to manage risk, but to contribute actively to the business, enable growth and protect long-term value.

In my experience, the most important attribute for a modern in-house lawyer is judgement. Laws and regulations can always be researched, but sound judgement — the ability to weigh legal, commercial and reputational considerations at the same time — is what truly makes a difference. An effective counsel must understand the business as deeply as any operational or financial leader. Only then can legal advice be practical and aligned with the organisation’s objectives.

I have always believed that the legal function should be seen as a partner, not an obstacle. Saying ‘no’ is sometimes necessary, but our real contribution lies in finding responsible ways to move projects forward. This requires clear communication, credibility with management and the trust of multidisciplinary teams. When legal advice is timely, solution-oriented and expressed in plain language, it becomes a tool for progress rather than a constraint.

Technology, and particularly artificial intelligence, is also reshaping how we work. Legal departments now have access to tools that can significantly improve efficiency in areas such as contract review, due diligence and compliance monitoring. I view these developments as opportunities, but they must be approached thoughtfully. AI should enhance the work of lawyers, not replace the human element that defines our profession. Critical thinking, ethical considerations and empathy cannot be automated. Used correctly, technology frees our teams from repetitive tasks and allows them to focus on strategy, negotiation and relationships — where real value is created.

At the same time, I see the legal department as a key guardian of corporate integrity. Promoting a strong culture of compliance and ESG principles is not simply about drafting policies or responding to incidents. It requires constant engagement with the organisation, training and leading by example. Culture is built through everyday decisions. When integrity becomes part of how people naturally operate, compliance stops being a requirement and becomes a shared commitment.

Ultimately, the modern in-house counsel must combine legal expertise with business understanding, technological awareness and a strong ethical compass. Our role is to anticipate challenges, provide clarity in complex situations and help the organisation grow responsibly and sustainably. That, in my view, is what defines effective legal leadership today.