Team size: 11

What are the key projects that you have been involved in over the past 12 months?

Some of the key company projects I have led on (or managed) from a legal perspective over the last 12 months include: the successful attainment of sports-betting and casino licence in Bulgaria, followed by the launch of a fully compliant new local version of our LiveScore Bet product into the Bulgarian market on 27 January 2025; the successful attainment of a sports-betting and manufacturer licence in South Africa on 1 April 2025 following a half-year long application programme. Launch of a fully compliant new local version of our Virgin Bet product into the South African market is targeted for Q3/4; the negotiation and entry into a years-long European Ambassador sponsorship deal with ex-Premier League footballer Dimitar Berbatov for the LiveScore and LiveScore Bet brands; the migration of the entire Legal filing and company contract management to a new Zip software system, Group-wide policies, implementation and training; the implementation of various legal changes required to our sites and products globally following updates to law (for example, both the UK Government’s White Paper on Gambling (including our direct marketing consent journey) and EU Accessibility laws) and new case law and directions given in relevant judgements (such as Paddy Power v Durber); the ASA investigation, negotiation and Council review of 2 LiveScore Bet ads and all associated public relations; and the implementation and adoption of AI across the business (including literacy and ethics training, review of new use cases) and various improvements to legal team workflows.

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

The General Counsel is far more than a lawyer (I think the clue is in the name ‘general’!) – they are a strategic partner, risk manager, crisis navigator, and cultural steward. I always observe that GCs wear many hats: they help to guide commercial decisions, shape governance frameworks, manage regulatory relationships, and foster ethical integrity. Those legal skills must then be complemented by agility and business savviness, far more than in private practice. GCs must be deeply embedded in the business and know it back-to-front. In my view, the most effective general counsel blends legal expertise with emotional intelligence and empathy, sound judgment, and a proactive mindset. They must be approachable, have an ability to anticipate challenges, and protect the company’s reputation — all while translating complex legal issues into clear, actionable guidance that empowers decision-making and enables growth.

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, of which you think other in-house lawyers should be mindful?

I think the clear trend towards increased enforcement powers in the UK, particularly in the consumer law sector, is something for all in-house lawyers to be extremely mindful of as we progress through 2025. The ICO is now able to issue greatly increased fines under PECR (previously capping at £500k, they’re now capped at £17.5m). In my space, the Gambling Commission has published a new penalty transparency framework, but this allows for new adjustments to penalties based on a range of aggravating factors. In addition, under the new DMCCA, the CMA can impose fines and remedies directly — without court proceedings — for breaches of consumer law. This includes unfair contract terms, hidden fees, and aggressive sales tactics. In my view, these developments mark a shift towards faster, more assertive enforcement for many regulated/consumer businesses in the UK and, as a result, our companies’ risk analysis frameworks must be reviewed (and potentially, also decisions revisited) to reflect the heightened exposure to financial and brand impacts.