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

The past year has been particularly busy as our practice takes on more international contractual responsibilities. I have helped to facilitate the establishment of our overseas studios, such as the placement of jurisdiction-specific insurances, contracts for professional services, including contracts for architectural projects.

Other key projects include the negotiation of professional services contracts and sub-consultancy agreements for some key architectural projects (East Bank (Queen Elizabeth Olympic Park), Barbican Centre, Trinity College Dublin, Academic Building at Imperial College and our work with public entities, such as the Ministry of Culture in Saudi Arabia and for Waterfront Toronto in Canada).

As architects, Building Safety Act compliance is now a key concern. We have an in-house Building Safety Act team, of which I am part, that provides information and advice to the wider office, including that of Building Regulations Principal Designer services for projects including Higher risk Buildings. The team has collectively produced the statutory declarations, trackers and statements required under Statute.

I provide contract workshops for the design teams at Allies and Morrison to take them through their professional services agreements and am on hand to give advice on the terms and scope of these contracts throughout the life of the project.

I lecture and examine for schools of architecture at various universities for their Part 3 programme. This is the final qualification for architects in order that they can register.

Please provide a brief description of any internal transformation/development projects within your legal team over the last twelve months.

The review of AI usage, including our AI policy. Specifically meeting with providers and reviewing AI platforms for use in legal reviews

What key trends should in-house counsel be monitoring over the coming months?

Two immediately come to mind – the use of AI and the ever-increasing onerous terms in contracts that impose disproportionate and often uninsurable liability on consultants.

The role of the GC has evolved significantly into that of a strategic business partner. How do you balance commercial objectives with legal risk?

I always approach legal risk with a “wish list” of amendments. Commercial realities that are always considered are the nature of the services to be provided and therefore their risk profile and the importance of the project for the practice and whether professional indemnity insurance will be compromised. The ultimate decision is taken by the Partners based upon the above.

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?

We play the role of an advisor; we must have awareness of commercial reality and good communication skills.

What has been your biggest career challenge or highlight?

One of the most rewarding experiences was collaborating with a group of architects and their legal advisors to challenge a local authority framework agreement, which was uninsurable, and bringing about a change to that document. Any successful negotiation of a contract is both a highlight and challenge.

Beyond your legal role, is there a cause or initiative you are especially passionate about?

Fair contracts, appropriate allocation of risks, education- equipping future architects, which I do through Architect Part 3 lectures, workshops orals and in-house CPDs appointment workshops.