Team size: 7

Have you had any experiences during your career as a lawyer that stand out as particularly unique or interesting?

One of the most distinctive experiences in my career was building a legal function entirely from scratch for a newly formed enterprise created through the acquisition of two sizeable businesses. Although they were now under one corporate umbrella, these organisations could not have been more different. Each brought its own legacy processes, risk appetite, cultural norms, and informal “ways of doing things”. In practice, it felt like stepping into a company of two tribes, both operationally strong, both deeply experienced, and both abruptly detached overnight from their legacy legal function. When I joined, there were no policies, no contract standards, no compliance framework, and no unified understanding of what “legal” should do. There were no lawyers either.

My role became part architect, part diplomat and part translator. I had to map out the operational realities of both businesses, identify common denominators, and design a legal function that was not only technically sound but also culturally acceptable to two very different groups. This meant building trust from the ground up, demonstrating value quickly, and creating processes that felt enabling and supportive rather than restrictive.

Over time, we established a coherent legal framework, introduced governance structures, and implemented tools that supported efficiency and transparency. Watching two previously disconnected organisations begin to operate with shared standards and a unified approach to risk was incredibly rewarding. It remains one of the most challenging, and ultimately most satisfying, chapters of my career.

What do you think are the most important attributes for a modern in-house counsel to possess?

Adaptability is essential. Stability and foreseeability are no longer on offer. Geopolitics and economics change overnight, businesses redirect strategies quickly, and new technologies appear faster than we can draft policies for them. Modern in‑house counsel does not just keep up – they help their organisations navigate inevitable change with confidence.

To this end, curiosity and a drive for innovation, including the use of AI tools, make a real difference. It also helps to have diplomacy and patience, especially when explaining (again) why “just a small change” to a contract can have very large consequences.

Finally, common sense and a healthy dose of self‑awareness go a long way. Legal work can be intense and stressful, and being able to pause and lighten the mood, without losing professionalism, helps build trust and keeps collaboration smooth. In short, the modern in‑house counsel is part lawyer, part strategist, part problem‑solver and occasionally part therapist.