Team size: approx. 30 lawyers globally, plus external counsel 

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

Acquisition Finance and Renewable Energy:  

I’ve led legal support on two high-impact initiatives. The first is our planned $1.5bn acquisition of Barloworld, a publicly listed company on the Johannesburg Stock Exchange in South Africa. The transaction involved top-tier advisors — Deutsche Bank, Standard Bank, Tamela, Ashurst, Webber Wentzel, and Bowmans. I led legal across jurisdictions, managed the legal budget, and supported our investment team on structuring and execution. The transaction is still ongoing and remains subject to regulatory approvals.

In parallel, I led the legal aspects of two major renewable energy acquisitions in Central Europe, targeting platform companies developing over 300MW of solar capacity. These required cross-border coordination, complex SPAs, and regulatory alignment, reflecting legal’s strategic role in Zahid Group’s energy transition agenda.

What innovations have you made to the way your legal team works in the past year? 

Artificial Intelligence:  

Building on my previous experience at Shell, I launched a three-pillar digital transformation strategy. First, I introduced best in class AI to support contract review and selected new legal entity management tools for our 130+ entities. Second, we’re assessing a Contract Lifecycle Management system and centralised request platform to standardise service delivery, generate insights and fully integrate with business colleagues. Third, we’re investing in upskilling, enabling our legal professionals to shift toward higher-value, strategic work. 

Which political, economic or regulatory changes have impacted your work the most in the past year? 

Saudi Arabia’s regulatory reforms — driven by Vision 2030 and the goal of tripling foreign investment — have shaped our priorities. We implemented the new Personal Data Protection Law (PDPL), modeled on GDPR, through a full internal review. Investment reforms drove energy and tech deals, while labor law changes required closer collaboration with HR to modernize policies and ensure compliance.

Are the effects of AI on the legal world overplayed, or underplayed? 

Both. However, after months of engaging with several legal tech companies, it’s clear to me that change is real and accelerating. AI is transforming how legal teams manage workflows, extract insights, and deliver services. The shift is strategic, not just technical — and lawyers must adapt by upskilling to stay effective and relevant. 

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

Trust, clarity, and commercial alignment. Legal must listen first, understand business drivers, and provide actionable, risk-informed solutions. Collaboration thrives when legal is engaged early and seen as a strategic partner, not a blocker. 

Apart from legal matters, has the team worked on other company initiatives you would like to highlight? 

Zahid Group Legal upholds a no-plastic policy and aligns with the group’s sustainability agenda. At a personal level, I’m also co-developing a finance professionals’ network with HEC Paris Business School to foster thought leadership and regional collaboration. HEC Paris has been top of the list on the Financial Times rankings for several years now.