Team size: Three

What are the most significant cases, projects and/or transactions that you and/or your legal team have recently been involved in?

Over the past year, our most significant legal and compliance efforts have centered on building and strengthening our internal governance framework. We dedicated substantial time to developing and refining policies, procedures, and practical guidelines aligned with applicable regulatory requirements. This work was not done in isolation—we collaborated closely with all teams across the firm to ensure these standards are embedded into daily operations.

In parallel, we enhanced internal controls and documentation practices to reinforce accountability and readiness. A key focus has been preparing for potential regulatory examinations or visits, ensuring we not only meet compliance requirements but can also demonstrate a culture of discipline and transparency. These projects have strengthened our resilience as an organisation, giving both our regulators and investors’ confidence in our operational and legal foundations.

How do you approach managing legal aspects during periods of instability or crisis to ensure the organisation’s resilience?

During periods of instability, our approach is to lean on the strength of the governance framework we’ve built in advance. Over the past year, we have invested heavily in policies, procedures, and internal controls designed to withstand stress. In practice, this means that in a crisis, we already have clear playbooks in place—who approves what, how disclosures flow to regulators and investors, and how decisions are documented.

I also make it a priority to keep communication structured and transparent: regulators and investors want not just compliance, but confidence that we are disciplined in our response. By combining preparation with governance discipline, we reduce legal exposure in the short term and ensure the organisation remains resilient and trusted in the long term.

What strategies do you employ to ensure the successful digital transformation of a legal department while maintaining compliance with your country’s data protection laws?  

 For me, a successful digital transformation of a legal department starts with staying constantly informed about emerging technologies and regulatory developments. Data protection frameworks evolve quickly, and it’s essential to understand how new tools intersect with privacy and compliance obligations.

I rely on strong external advisors and consultants to ensure the right protections, security protocols, and best practices are implemented. However, I believe it is equally important to personally dedicate time to studying and understanding these advances, rather than outsourcing the responsibility entirely. This ensures I can make informed decisions, challenge assumptions when necessary, and integrate digital solutions in a way that aligns with both our legal obligations and our organisational culture.

Ultimately, the combination of expert guidance, continuous learning, and a proactive compliance mindset ensures that digital transformation enhances—not compromises—our resilience and credibility.

AI has been taken seriously as a potentially revolutionary technological change in the legal world for a number of years now. Has it had a meaningful impact on how your legal team works in this time?

 Yes, we use AI every day as a tool to ease our work and improve efficiency. In practice, we treat it as an assistant rather than a decision-maker. It helps us with research, drafting, and organising information more quickly, allowing the team to focus on higher-level analysis and judgment.

That said, we have a strict internal rule: we never rely solely on AI outputs without verification. Every source, citation, or conclusion must be double-checked against primary legal authorities or trusted databases. This ensures that while we benefit from the speed and convenience AI offers, we do not compromise on accuracy, compliance, or professional responsibility.

In short, AI has had a meaningful impact on streamlining our processes, but the human layer of legal expertise and oversight remains central to how we operate.

What factors influence your team’s decision to use external legal services versus handling matters in-house, and what criteria are used to evaluate their performance?

Our guiding principle is risk and efficiency. Routine matters tied to compliance, fund operations, or areas where we have strong in-house expertise are handled internally to maintain control and speed. For high-stakes, novel, or highly specialised issues, we bring in external counsel as strategic partners. Their performance is evaluated not just on legal accuracy, but also on their ability to anticipate risks, integrate seamlessly with our processes, provide clear and timely advice, and deliver cost discipline. This ensures that external support truly enhances our resilience and adds value where it matters most.