Team size: Four

What do you value most in external advisers working alongside your team: sector knowledge, responsiveness, innovation, or something else? 

For me, the non-negotiable is trust. Not in the abstract sense, but in the ability to rely on advisers when the context is uncertain, time is limited, and the stakes are high. I expect transparency, judgement and the confidence to challenge when necessary, with a clear focus on outcomes. In today’s environment, particularly with the added complexity that AI brings to risk assessment and decision-making, trust has become the defining element of the law firm–client relationship. 

Alongside that, I place a very high premium on industry knowledge and market practice. In TMT and data/AI projects, legal positions that are disconnected from how the market actually operates quickly become impractical. The advisers I value most understand not just the law, but how deals are structured, how risks are negotiated, and what is realistically sustainable in delivery. That combination of technical expertise, sector insight and commercial awareness is what makes advice genuinely actionable. 

Finally, I look for advisers who bring judgement and pragmatic innovation. Responsiveness is expected, but what differentiates true partners is their ability to anticipate, simplify, and co-create solutions. The best advisers operate as an extension of the team, aligned with our risk approach and focused on outcomes. My benchmark is simple: if I trust you under pressure, and you consistently bring relevant market insight, you are part of the team.

How has the role of the legal function evolved within your organisation over recent years, and where do you see it adding the most strategic value today?

The legal function has fundamentally evolved from a reactive support role to a proactive and integrated strategic partner. Today, legal is involved at the earliest stages of decision-making, particularly in areas where innovation and regulation converge. This reflects a shift in expectations: the business no longer looks to legal only to validate decisions, but to help shape them — bringing clarity to complex environments and enabling the organisation to move forward with confidence. 

Where I see the greatest value is in bridging disciplines. Much of our work sits at the intersection of law, technology and business strategy, whether we are operationalising new regulatory frameworks like the EU AI Act, structuring international projects, or supporting product development. Legal adds value by translating regulatory complexity into options that are commercially and operationally viable, anchored in real market practice and aligned with the organisation’s risk appetite. 

Ultimately, the function delivers impact when it owns the problem, not just the advice. That means being close to the business, contributing to outcomes, and building a trusted ecosystem, internally and externally, that reinforces consistency and credibility. 

My role, and my focus, is to ensure that legal is not seen as a point of control, but as a force for clarity, alignment and momentum — enabling the organisation to navigate complexity without losing speed or ambition.