United Kingdom 2025
Supported by the Association of Corporate Counsel
General counsel and Company secretary | FeverTree Drinks plc
Group general counsel and Company secretary | B&M European Value Retail S.A.
Chief legal officer/General counsel and Company secretary | QBE Insurance Group, International Division
Group general counsel and Company secretary | Compass Group PLC
Legal Director Great Britain, Ireland and Netherlands | KONE plc
Deputy general counsel (EMEA & APAC) | Ankura Consulting Group
General counsel and Head of strategic partnerships | Resolution Life Group
General counsel and Company secretary | Coca-Cola Europacific Partners plc
Group general counsel, Company secretary and Chief risk officer | Smith & Nephew plc
General counse | University College London Hospitals NHS Foundation Trust
Director and Company secretary | Donald Insall Associates
General counsel, Compliance officer and Data protection officer | E.ON UK
Director of legal services and Company secretary | Associated British Foods plc
Group general counsel, Director of regulatory affairs and Company secretary | BT Group
General counsel | International Consolidated Airlines Group
General counsel solution & services group, global contracting team and legal operations | Lenovo
Head of legal, compliance and Company secretary | Allied World Managing Agency Limited
EVP, Chief legal officer and Head of corporate development | Arm
Group general counsel and Company secretary | Samworth Brothers Limited
General counsel | NATO Defence Innovation Accelerator for the North Atlantic (NATO DIANA)
Director of legal and public affairs and Company secretary            | Evri
Chief legal, governance and corporate affairs officer | Rio Tinto
SVP, General counsel, Europe and Sub Sahara Africa | PepsiCo
I am delighted to announce the launch of Legal 500’s GC Powerlist UK: 2025. This year’s edition celebrates the continued commitment, dedication and achievements of a stellar cohort of in-house counsel. It is an honour to recognise the vital contribution of in-house teams to today’s complex legal and business environment.
And the market in which today’s in-house counsel operate is constantly evolving. ‘A big trend over recent years has been the very high level (and faster pace) of uncertainty and disruption’, observes Rushad Abadan, Group General Counsel at Aberdeen Group plc. ‘Scenario planning is important, but the world is getting harder to predict… What was the best strategy yesterday, may not be the right strategy tomorrow’, cautions Michael Sosso, EVP and Group General Counsel at bp plc.
Such a dynamic environment requires in-house counsel to continuously adapt. ‘Strong resilience and flexibility are key skills to a sustainable career in a fast-paced in-house counsel environment,’ emphasises Simone Girson Newton, Head of Legal, Compliance & Company Secretary at Allied World Managing Agency Limited.
The role of general counsel itself, therefore, continues to develop. In-house lawyers ‘are not merely providing advice; you are acting as a Counsel to all peers, a guide who is tasked with providing comprehensive advice in areas far beyond the legal framework alone’, notes Sonya Branch, General Counsel at the Bank of England.
More and more, in-house counsel are required to act as more than simply legal advisors. ‘Modern in-house counsel must be true business partners’, says Nicki Schroeder, Group General Counsel at Reach PLC. Claire Singleton, General Counsel and Head of Strategic Partnerships at Resolution Life Group agrees: ‘Modern in-house counsel need to have the appetite to really understand the business. It is not possible to be a successful in-house lawyer without being able to tailor advice to the specific strategy and goals of the company’.
Singleton goes on to point out the need for agility in such a rapidly changing landscape: ‘modern in-house counsel also need to be open to and have the skills to embrace technology and changing practices’. And the rise of new technology continues to be a trend on which in-house counsel must keep a careful eye. ‘Generative AI is one of the most transformative forces we’re seeing’, notes Vicki Bradin, General Counsel and Company Secretary at The Sage Group plc.
Noor Al Naeme, General Counsel at Not On The High Street, warns that ‘in-house lawyers should be mindful not just of the legal risks with AI, but also of the risks of not using AI’.  James Ford, SVP and Group General Counsel at GSK plc, echoes this idea: ‘It is well understood that AI will not replace lawyers per se but may replace those lawyers that don’t use AI where it could make us more efficient.’
Striking the right balance is essential. In-house teams are called upon to use AI to streamline AI, while keeping in mind risks such as overreliance, ethical use and data concerns. ‘It’s not the technology itself that defines the outcome – it’s how we use it’, reminds Boudien Moerman, Chief Legal Officer and Company Secretary at Klarna. She adds: ‘AI requires human oversight, scrutiny, and, above all, judgment’.
Geraint Thomas, Executive Director and Legal Counsel at JLL, agrees: ‘our one advantage in this challenge is the human factor’. He goes on to remind us that ‘we must remember to relate and interact with our colleagues and clients as humans with empathy’.
It is perhaps reassuring to see that empathy remains at the forefront of the in-house counsel’s mind, even in the face of fast-changing and often unpredictable legal, business and political landscapes. ‘Demonstrating empathy fosters trust and strengthens relationships across the organisation,’ points out Camilla Harries, General Counsel at CNA Hardy.
Amanda Gerrity, General Counsel at Octopus Energy Group Limited, agrees. While ‘in-house lawyers today must be embedded business partners’, she notes, ‘empathy and leadership are equally important’. Indeed, these attributes contribute to the effectiveness of in-house counsel as business partners, enhancing ‘the ability to tailor advice to the needs and pressures of different stakeholders, from frontline teams to the boardroom’, Harries concludes.
As this year’s GC Powerlist: UK clearly shows, the modern in-house counsel is far more than a legal advisor: they are strategic partners, tech savvy and, perhaps most importantly, empathetic leaders at the core of their organisations.
The GC Powerlist Italy 2025 took place on 7 October 2025 at the elegant Hotel Excelsior Gallia in Milan, bringing together Italy’s most distinguished general counsel and in-house legal leaders for an evening of recognition, insight, and networking. Organised by The Legal 500, the event continued its tradition of celebrating outstanding legal professionals who have demonstrated innovation, influence, and strategic impact within their organizations.
Deloitte Legal, the exclusive sponsor of the evening, played a prominent role in supporting the event and reinforcing its commitment to the evolving in-house legal community. The evening opened with a welcome from the organisers, setting the tone for an engaging celebration of legal excellence in the Italian corporate landscape. Senior legal executives from a wide range of industries gathered to reflect on the growing responsibilities and strategic value of in-house counsel, especially in a business environment increasingly shaped by regulation, sustainability, and digital transformation.
The program included remarks from Francesco Paolo Bello, Managing Partner at Deloitte Legal, who spoke about the pivotal role that general counsel play in driving governance, innovation, and long-term value creation within companies.
Throughout the evening, honorees were recognised for their leadership and contributions to their respective industries, with the awards segment highlighting the diversity and depth of talent within the Italian legal sector. Guests were also given the opportunity to engage in meaningful conversations over a formal reception, fostering collaboration and community across the legal profession.
The GC Powerlist Italy 2025 not only underscored the significance of in-house legal teams in today’s corporate environment, but also strengthened the relationship between legal advisors and business leaders. Deloitte Legal’s involvement added weight to the evening’s message: that the future of legal practice lies in strategic partnership, innovation, and purpose-driven leadership.
