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

Over the past twelve months, I have led several strategically significant projects across Brown & Brown Europe. I directed the legal and regulatory aspects of an acquisition and significant restructuring of our Republic of Ireland operations. Working across corporate, employment and regulatory disciplines, the project simplified the organisational structure, improved operational efficiency, and created two scalable businesses in Ireland focused on different aspects of the insurance distribution chain. I also led the legal and governance aspects of our climate related financial disclosure programme, advising senior management on regulatory requirements, governance arrangements, and reporting obligations including chairing our Sustainability Committee which strengthened our approach to climate risk management and enhanced the quality and transparency of external disclosures. I oversaw a restrictive covenant dispute in the High Court, directing litigation strategy, managing external counsel, and ultimately achieving a successful outcome for the business. I led the relocation of our Brown & Brown Europe headquarters to Aldgate, London including reviewing property contracts and running the working group. Across these projects, my role has combined legal leadership, strategic advice, and stakeholder management to support the development of international business.

What are the most important attributes of the modern GC and what advice would you give to those aspiring to be an in-house lawyer?

Trust and Integrity are still the most important attributes for a modern GC. The GC is often the one voice willing to say what needs to be said, even when it’s not immediately welcomed, and that only works if you’re operating with integrity, and your opinion is respected. The ability to work closely with the business while maintaining professional distance is also important. A modern GC needs to be embedded enough in commercial discussions to understand the pressures driving a decision but detached enough to give an objective view rather than simply telling people what they want to hear. Finally, the best GCs are translators as much as lawyers. The ability to decipher legal jargon and distil into easily understood advice is a key aspect of the role.

Have you had any particularly unique or defining experiences during your legal career? What has been your biggest career challenge or highlight?

One of the defining challenges, and highlights, of my career was leading the legal and compliance workstream on Global Risk Partners secondary private equity sale to Searchlight Capital Partners in 2019/2020. As we approached completion, reports emerged of a “bird flu-like” virus spreading internationally. That virus became COVID-19. Completing a complex, high-value transaction amid unprecedented uncertainty, with all parties working remotely, tested my resolve, judgement, and resilience. The successful completion of the deal positioned the business for significant future growth and ultimately a subsequent sale of the business to Brown & Brown in 2022.

With increasing regulatory complexity across jurisdictions, how do you embed compliance across the business?

A healthy Risk and Compliance culture is key. For example, across our international operations building strong relationships with management teams and fostering a culture where compliance is viewed as a business enabler, means you are better able to manage regulatory change, maintain high standards of conduct, and support sustainable growth. An international mindset is also required. There is little to be gained and much harm that can be caused by seeking to apply UK regulatory requirements in other jurisdictions. Instead, there should be minimum standards that have to be complied with internationally but allow a flexible application across multiple jurisdictions. All the above should be underpinned by a strong governance framework, clear accountability, risk-based policies, and regular training.