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

Over the past year, I’ve focused not only on leading legal initiatives but also on strengthening the collaboration across the broader Safeguarding Function—which includes legal, risk, compliance, data privacy, and ISO. One of the most impactful projects I led was the development and implementation of a consolidated annual timeline that aligns key activities, milestones, and deliverables across all these areas. This initiative helped eliminate silos, improved resource planning, and created a more unified approach to governance and risk management across the organisation. It has become a tool for driving proactive engagement, increasing transparency, and ensuring all functions are working in sync to support the business.

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

During periods of uncertainty, my approach focuses on clear risk prioritisation, timely stakeholder communication, and proactive scenario planning. By embedding legal within crisis management frameworks and working closely with business units, we help ensure decisions are both agile and compliant.

I also take pride in supporting other teams, acting as a trusted advisor and dependable presence they can turn to. Whether it’s helping clarify regulatory impacts, guiding through policy updates, or simply providing a calm and strategic perspective, I aim to be a reliable partner to the wider organisation. I believe this sense of trust and collaboration is critical to maintaining resilience and confidence during challenging times.

What do you think are the most important attributes for a modern in-house counsel to possess?

Adaptability, commercial awareness, and emotional intelligence are key. In-house counsel must not only understand the law but also anticipate its impact on the business and communicate that clearly to non-legal stakeholders. Building trusted relationships across departments is just as important as delivering sound legal advice.

How can general counsel foster a corporate culture that supports ESG principles and compliance across all levels of the organisation?

General counsel can foster an ESG-driven culture by embedding ESG principles into policies, contracts, and decision-making processes.

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?

We’ve seen a growing focus on AI governance. I believe in-house teams should closely monitor regulatory developments in these areas and prepare the business for upcoming shifts, particularly in sectors where digital transformation is accelerating.