What are the main cases or transactions you have been involved in recently?

My work centers on advising on complex organisational restructuring and transformation initiatives, particularly where these involve intricate employment and employee relations considerations. I support senior stakeholders on workforce transition strategies, consultation obligations, and the management of legal, operational and reputational risk.

Alongside this, I contribute to strategic initiatives focused on modernizing employment practices in response to legal developments and emerging best practice while influencing the evolution of law and policy in this space.

I also am focused on the use of technology and AI to enhance legal delivery, improve efficiency, insight and consistency in dispute management, workforce risk analysis and decision making.

How do you approach managing legal aspects during periods of instability or crises, and how does your legal strategy align with the broader business strategy to ensure the organisation’s resilience? 

I approach managing legal aspects during periods of instability through early and ongoing collaboration and communication with key stakeholders to fully understand all crucial issues, priorities, and risk tolerance. This results in developing strategies that are aligned with core objectives and operational realities. It is important to set clear objectives, offer practical business specific solutions, and remain agile enough to adapt solutions to changing circumstances.

This approach fosters resilience by aligning strategies for uncertain times with broader long-term business objectives, even under short-term pressures. It ensures that strategies remain in sync with broader business priorities, enabling the business to respond effectively to changing situations while maintaining focus on long-term goals.

Based on your experiences in the past year, are there any trends in the legal or business world that you are keeping an eye on that you think other in-house lawyers should be mindful of?

One of the most significant trends I am focused on is the continued evolution of an in-house lawyer from adviser to strategic business partner and the role of technology in that evolution. In-house legal teams now contribute value beyond risk identification and help shape outcomes rather than just react to them.

This shift has direct implications for how in-house legal roles are defined and delivered. In-house teams are at a pivotal point where experienced lawyers are uniquely positioned to combine professional judgment, commercial context, and institutional knowledge with AI-driven insights. Used deliberately, technology enables in-house lawyers to operate at a more strategic level. In-house counsel can use technology to support predictive analysis, trend identification, forecasting, and earlier risk anticipation, rather than focusing solely on the faster execution of traditional legal tasks. Technology has become a key enabler of strategic partnership.

What is a cause, business or otherwise, that you are passionate about? Why is this?

A cause I am passionate about is addressing workplace bullying, harassment and gender-based violence through thoughtful and effective legal strategies. These issues are complex and highly sensitive, requiring approaches that move beyond compliance to balance accountability, prevention, and the protection of those affected.

I have been actively involved in developing progressive policies and practices that encourage reporting, create safe environments for victims and witnesses (particularly within disciplinary processes), and reinforce the employer’s role in prevention and protection, including addressing misconduct occurring both inside and outside the workplace where it impacts the working environment.