What are the most significant cases and/or transactions that you have been involved in over the past year?

Over the past year, I have led a range of significant legal and strategic initiatives over that reflect the evolving demands of a complex and evolving in house role. These have included overseeing high-impact commercial transactions with the public and private sector, negotiating high value complex managed equipment outsourcing contracts, advising and supporting on the establishment of new businesses and business models, navigating company compliance with ever evolving local legislative developments, and managing high value and sensitive disputes.

In close partnership with management, I have focused on aligning legal strategy with business priorities, strengthening and upgrading risk management frameworks, and ensuring that the highest standards of corporate governance are maintained.

I have also continued to develop the legal function as a proactive, solutions-oriented partner to the business, ensuring that it supports sustainable growth and truly enables the business to reach its long-term goals.

Based on your experience, what is the key to collaborating successfully with business partners?

Successful collaboration with business partners is built on a foundation of trust and mutual respect. In my experience the most successful collaborations have always been those where internal teams “buy into” and recognize the value of achieving each other’s goals to enable seamless delivery of the company’s overall strategic objectives.  Ultimately, I have found when legal and business teams work closely together, the result is more agile and focused on achieving the right result for a company’s commercial objectives.

Equally critical is the ability to communicate legal concepts in a clear, practical, and commercially relevant way.  When issues of high legal complexity arise, in my view it is the in-house teams that can translate such issues into clear and actionable guidance, which supports their business partners to make informed decision-making are especially valued.

Finally, what often “makes or breaks” the relationship is responsive engagement.  I have found if legal teams are proactive, solutions-oriented, and engage early they become part of the conversation from the outset positioning themselves as a trusted advisor to shape outcomes and have a quantifiable commercial impact.

What do you think are the key things to remember to motivate and manage the other members of your legal team?

1. Communication: Setting clear expectations and fostering a culture of open communication and dialogue ensures that colleagues understand their role in the team but also how it relates the company’s overall objectives. In my experience, when colleagues feel comfortable sharing feedback and ideas, team dynamics and engagement flourish.
2. Empowerment: I find that by promoting ownership but also creating an environment where the primary motivation is to develop expertise and help the business succeed rather than avoid mistakes the impact on team and individual confidence can be significant.  In my experience teams are more likely to feel valued when their achievements are recognised but they also see thoughtful engagement on professional development and opportunities for growth.
3. Understanding: High performing teams are always made up of a collection individuals with different personalities, ambitions, motivations and circumstances. I find that making an effort to understand each person’s challenges and drivers, whether it be work or personal, and to understand, empathise and provide support, really fosters a culture of trust. In my opinion when a manager also leads by example, promotes work-life balance and sets clear boundaries in support of its team, you have the ingredients for a truly productive team.