Team size: 8
Have you had any experiences during your career as a lawyer that stand out as particularly unique or interesting?
I’ve been fortunate to be able to take on strategic responsibility at a relatively early stage in my career. I started out in law in the private equity practices of two leading US firms in London — first helping to build out the team at Sidley Austin as one of its earliest members, then joining Goodwin following a high-profile team move. That experience working with top-tier sponsors taught me how to deliver commercial advice at pace and sharpened my execution instincts.
It was a natural progression to move in-house to Hunter Douglas, where I initially supported the global consumer divisions before taking on a larger EMEA remit.
How do you approach managing legal aspects during periods of instability or crises, and how does your legal strategy align with broader business goals?
Much of my career has unfolded in the context of change — from a major private practice team move to the fast-moving evolution of my role at Hunter Douglas over a relatively short period. That backdrop has shaped how I operate: focus on what matters, communicate clearly, and stay steady under pressure.
At Hunter Douglas, I’ve worked through leadership transitions, structural change and cultural integration. In those moments, the key is being a calm, commercially grounded voice — helping leadership prioritise risk, maintain momentum, and bring clarity to complexity. Legal strategy adds real value when it anchors the business during ambiguity and enables confident decision-making.
