Team size: 5-9 people

What are the key projects that you have been involved in over the past twelve months?

Over the past year, my company has undergone significant reorganisation, marked by the departure of several long-standing C-level executives and a pivotal strategic shift from a general ‘one-stop-shop’ model to a specialised focus on commerce. This necessitated a major internal restructuring.

From a legal perspective, my role has been to ensure a seamless and risk-mitigated transition, including all HR aspects, while facilitating the establishment of the new operational and formal structure. Our legal and regulatory framework required adjustment to align with the new business direction, reflecting changes in both operational approach and risk profile. This process remains ongoing, as the legal framework must closely follow and support the new business model.

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

A defining experience in my career has been the opportunity to build the legal and compliance department at my current company from the ground up. I began as the sole in-house counsel, replacing the external legal services on which Netguru had previously relied entirely. I quickly demonstrated that an internal department could be more efficient, cost-effective, and offer a deeper understanding of the business than external law firms.

As the company experienced rapid growth over the following years, I developed the department into a mature, expert team. I assumed a managerial role, and the department consistently achieved high scores in internal customer satisfaction surveys. This journey of building something from scratch has been uniquely demanding, particularly in cultivating my leadership and managerial skills. While it presented numerous challenges, it has been incredibly rewarding, and I am genuinely proud of these accomplishments.

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

Effective in-house counsel must have a deep understanding of their company’s business, including its principal risks and opportunities, and be able to communicate clearly with business teams. Our role is fundamentally to support the business, and our success is measured by how well we enable its growth. This requires avoiding unnecessarily complicated legal jargon and purely theoretical negotiations.

A key challenge that many lawyers shy away from is having the courage to say that ‘this risk can be accepted.’ While this does not mean assuming all liability, lawyers are often uniquely positioned to guide decisions, particularly where business colleagues may lack sufficient experience. The ability to translate risk into actionable business guidance is where an in-house lawyer’s true value lies.

AI is increasingly being integrated into legal teams to maximise efficiency. How can in-house counsel ensure the successful incorporation of these tools without compromising the human element?

I remain optimistic that the human role in legal practice will not be diminished by the integration of AI. Lawyers, being responsible and fully aware of the associated risks, are unlikely to delegate the entire legal process to AI. While this integration will undoubtedly transform our profession by automating repetitive and time-consuming tasks – which is a positive development – the ultimate responsibility for the outcome will continue to rest with the human lawyer. Assuming responsibility for AI-generated work may introduce new challenges, making it essential for modern lawyers to have a thorough understanding of the underlying mechanisms and operational principles of this technology. Keeping abreast of technological advancements is no longer optional.