United Kingdom 2015: The Team Elite
Supported by the Association of Corporate Counsel
Our third annual GC Power List report looks more like a state-of-the profession piece than its two predecessors. While the earlier reports focused on standout individuals, in 2015 we highlight 50 exceptional in-house teams, which inevitably addresses how clients operate.
Even a cursory glance at how these teams have evolved underlines the huge shift that has been taking place in the UK legal profession over the last 15 years: the best in-house legal teams are seizing influence, technical skills and budget, largely from their service providers.
This is particularly notable when it comes to managing their people. High-flying GCs are obsessive about talent and retention. This is largely why they strive to retain interesting work in-house: cost-saving is merely a justification, the primary reason is to motivate and develop their talent with engaging work.
Likewise, expanding in-house teams are using their scale to build formidable industry know-how. A common theme from our research is that law firms are failing to keep up with advances in sector insight at clients.
Even discounting some of the overblown claims about the savviness of GCs as buyers it is clear that bluechips in the UK have become materially more sophisticated purchasers of legal services since the banking crisis.
Successful in-house teams also usually display two related organisational characteristics: firstly an ability to step outside the day-to-day grind to deploy some measure of medium-term thinking and, secondly, develop a co-ordinated approach to building strong links with the business. Failing on these counts is a pretty reliable marker of the teams that struggle.
Those are the common experiences across in-house but huge differences remain between industries (the revenue-per-lawyer range in-house remains startlingly wide even between many comparable businesses). Beyond that it is increasingly obvious that there are two very different dynamics for the in-house profession. GCs working in heavily regulated and contentious sectors have built up vast legal teams interconnected with compliance functions in recent years. Those in less regulated sectors like retail and real estate have maintained surprisingly lean operations. In future, strategic thinking and operational support for in-house may have to more clearly recognise these very different models.
These observations lead to several conclusions. Firstly, these shifts represent an existential challenge to law firms as in-house counsel press their service providers into narrower roles. It’s not clear that law firms have grappled with the troubling implications of this for their business models. And, if we are currently witnessing the glory days for corporate legal teams, as ITV’s Andrew Garard convincingly asserts, then the UK profession is arguably overtaking its US equivalents in terms of sophistication. If true, those are two highly significant trends for the global legal market that will be playing out for years to come.
In the three years we at RPC have been involved with Legal Business’ GC Power List, the shifting sands of the economy have created both threat and opportunity across all sectors, in all jurisdictions; the rise and rise of the regulator has continued unabated; and the issue of enterprise-level risk has established itself firmly at the top of the corporate agenda.
Frightening? Actually, I take that back, it’s exhilarating. We live in interesting times. Interesting times bring interesting challenges. And interesting challenges give the very best people the opportunity to put down a marker and establish themselves as true leaders within their organisations.
And, as this stellar list of the 50 best in-house legal teams in the country shows, the most progressive lawyers are making up a growing number of those leaders. Not just as leaders of their teams but, increasingly, as genuine leaders of their organisations, influencing strategic direction and with a significant voice at the boardroom table.
Jonathan Watmough
Managing Partner
Legal 500 was proud to host the second edition of the GC Powerlist: East Africa 2025 in Nairobi, honouring the top General Counsel, Chief Legal Officers, Legal Directors, and senior in-house legal professionals across Kenya, Uganda, Tanzania, and Rwanda. This year’s reception brought together over 100 of the most influential and innovative corporate counsel from the region, and was an unrivalled success, cementing Legal 500’s role as the leading voice in recognising in-house legal excellence across Africa.
The evening was opened by Joe Boswell, lead editor of the GC Powerlist publication at Legal 500, who highlighted the growing prestige of the East Africa edition and the increasing challenge of selecting honourees from such a deep (and rapidly growing) pool of talent.
Guests were then treated to some particularly relevant insights from distinguished speakers. Rachel Musoke, Head of ENS Uganda, delivered a thoughtful welcome that reflected on the importance of collaboration between private practice and in-house teams. This was followed by a powerful keynote from Habil Waswani, Company Secretary & Director Legal Services and Regulatory Compliance at Kenya Airways, who shared reflections on leadership, regulatory stewardship, and the evolving role of corporate counsel in East Africa.
The highlight of the evening was the certificate ceremony, where this year’s honourees were formally recognised. Certificates were presented by senior representatives of ENS, including Désiré Kamanzi (Head of Rwanda), Rachel Musoke, Nigel Shaw (Head of Kenya), Donald Nyakairu (Executive, Uganda), Dieudonne Nzafashwanayo (Executive, Rwanda), Rahema Nakirya Ssemyalo (Executive, Uganda) and Binti Shah (Executive, Kenya) whose participation underlined the depth of the firm’s support for the GC Powerlist initiative.
The GC Powerlist: East Africa 2025 reaffirmed The Legal 500’s commitment to shining a spotlight on the region’s most talented in-house lawyers. With an even stronger field of candidates, this year’s edition stands as a powerful testament to the influence and expertise of East Africa’s legal leaders. Habil Waswani’s excellent speech, which got a raucous reception from those in the room, is reproduced below with his permission:
‘My name is Habil Waswani, and I have been an inhouse legal practitioner for the past 21 years in different sectors (having done law-firm practice for 2 years before that). Tt is indeed a true privilege and honour for me to be here tonight, surrounded by the sharpest legal minds and calmest crisis-handlers the East African corporate world has to offer.
First, let me thank the Legal 500 and ENSAfrica teams, for organising such a fantastic event and for bringing us together in such style. Congratulations to each of tonight’s honourees. You represent the very best of general counsel in this very dynamic corporate space the businesses we support operate in. Strategic, ethical, resilient, and, let’s be honest, often underappreciated leaders of industry.
I am so happy that this evening is not about contracts, or compliance checklists, or board packs. Tonight is about celebrating you, the people behind all of that. The steady hands guiding companies through complexities, uncertainties, and ensuring that the opportunities that lie within those difficult circumstances are lawfully realized.
We all know the role of GCs has evolved. We are no longer tucked away at the end of a corridor marked “Legal” or labelled the proverbial “cost centres”. These days, the GCs sit at the big table – helping drive corporate strategy, shaping desired culture, providing leadership and safeguarding business reputations. We have become indispensable partners to businesses, interpreters, navigators, protectors… and on some (many) days, therapists with law degrees. And yet, we mostly do it all so quietly. No victory laps, no press releases. Often, success for us means the expected disaster didn’t happen.
But tonight, we break that rule. Tonight, we raise a glass to the GCs who’ve blazed the trail courageously, with clarity, conviction, and tremendous resilience that only matches the expectations of the Leadership Guru John Maxwell when he said, “resilient leaders don’t wait for the storm to past — they learn to dance in the rain”. You have managed to balance growth and governance, risk and reward regularly. And, of course, always managed to deal with those 10pm messages: “Hey, just a quick question…Are you able to talk right now…?”
Let this evening serve as a reminder that you are not just experienced legal advisors. You are leaders — spear heads and enablers of execution — and without a doubt critical pillars of business strategy.
To all the honourees, congratulations once again for the well-deserved recognition. This is for the heavy lifting that you do, the standards you uphold, and the impact you make – quietly, consistently, and brilliantly so. You’ve earned this spotlight.
