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

During recent periods of instability—whether political, economic, supply chain-related, environmental, or otherwise—many organisations have struggled to adapt dynamically, whether through business restructuring, operational process adjustments, leveraging technology, making extensive use of existing resources, or encouraging each function to develop resilience-focused projects to support sustainable growth.

As a Legal team, we cannot focus solely on legal matters; we must remain alert to both internal initiatives and external factors (for example, new laws and regulations, the applicability of existing rules, business trends, and so on). It is essential that we understand the organisation’s priorities and maintain a holistic view to ensure our contributions are aligned as part of an end-to-end solution. Additionally, we must continuously improve our day-to-day operations, despite limited resources, by adopting digital tools to enhance our work.

Have you had any experiences during your career as a lawyer that stand out as particularly unique or interesting?

Some of my most valuable experiences have come from project management, such as footprint optimisation, M&A, divestitures, and business transformation projects. These opportunities have encouraged me to think beyond purely legal frameworks. I have learned that a wide range of factors must be considered before providing legal guidance or implementation. These experiences have enhanced the value of Legal and elevated our recognition within the organisation as in-house counsel.

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

In my view, there are two key skill sets an in-house lawyer must possess to succeed.

Regardless of technical expertise, if one cannot earn the trust of stakeholders or demonstrate leadership within the team, it will be difficult to grow and gain recognition in the organisation. An in-house lawyer must be proactive, courageous in presenting ideas, strategic in their contributions, and accountable for timely delivery. It is also important to consistently identify areas for improvement and to be a role model for compliance within the team.

In the first two to three months of joining, an in-house lawyer should take the time to understand how the organisation operates—its business model, processes, key stakeholders, and leadership. A clear understanding of the organisation’s priorities and challenges is essential for contributing effectively and aligning with company interests.