Team size: 25

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

Over the past twelve months, I have supported a number of high-profile partnerships and sponsorships for Philip Morris International. One of the most visible was “Believe. Further”, PMI’s collaboration with Maestro Andrea Bocelli. I helped put the legal framework in place for the partnership, covering contractual arrangements, intellectual property (IP) rights, marketing compliance and brand protection across a number of markets. The project culminated in the successful launch of the platform in Venice in June 2026.

I also supported PMI’s ZYN British Superbike Championship sponsorship, helping shape the legal and compliance framework for a major consumer-facing sponsorship programme and its related activations. Separately, I oversaw PMI’s Live Nation partnership, supporting the negotiation and implementation of agreements for festival sponsorships and event activations. What connected all of these projects was the need to find practical ways to deliver ambitious commercial objectives in highly visible environments, while managing legal, regulatory and reputational risk.

Please provide a brief description of any internal transformation/development projects within your legal team over the last twelve months (AI usage, new legal panels, expansion/restructuring of legal team, DE&I initiatives etc.).

Over the past twelve months, one of the most significant developments within our Legal & Compliance function has been the acceleration of our AI strategy. Through the department’s “Quantum Leap” programme, we established dedicated AI governance structures as well as an AI Champions network.

We piloted several AI-powered legal solutions, including a proof-of-value programme for AI-assisted contract review and contract management tools, while creating a framework for prioritising legal AI use cases across the department. These initiatives are focused on improving efficiency and allow lawyers to dedicate more time to higher-value strategic work. In parallel, we continued to invest in talent and organisational development, including through re-introducing our training programme. We have successfully rolled out an AI driven marketing review tool that assesses consumer-facing materials and provides automated guidance and advice to the business on the laws, context and our own internal marketing codes.

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 believe that the role of the GC is to act as a moral compass for the business. The key is to remember that the business is not about law, the law needs to be about the business! It is important that we work with the law and find ways to achieve business objectives without placing the company in either reputational, political or legal detriment. It is not about eradicating risk, it is about considering and assessing, and then deciding which risks can be mitigated, which can be taken and which are redlines. In a highly regulated and fast-moving environment, this means focusing on material risks and clearly identifying the areas where the organisation has flexibility. By combining strong legal judgement with commercial awareness, legal can enable growth and innovation whilst enabling the business and its long-term objectives.

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

Commercial teams move fast. My approach is to build strong partnerships with business leaders and ensure there is clear ownership of compliance responsibilities across functions. This includes implementing appropriate policies and controls as well as providing practical and targeted training across teams.

Operating across multiple jurisdictions also requires continuous horizon-scanning and close monitoring of regulatory developments. I work closely with regulatory affairs and business teams to assess emerging requirements and evaluate local market nuances where necessary.

In which areas does compliance most commonly break down, and how do you address these risks?

In my experience, compliance most commonly breaks down when it is viewed as a legal responsibility rather than a business responsibility. Issues often arise where regulatory requirements are not fully understood and where commercial teams are operating under significant time pressures. To address these risks, I place emphasis on regular engagement with stakeholders so that teams understand not only what is required but also the rationale behind requirements. Prevention is better than cure.

How do you manage situations where legal advice and commercial objectives conflict?

I have found that situations where legal advice and commercial objectives appear to conflict are often the result of differing perspectives rather than fundamentally incompatible goals. The business is typically focused on speed, growth and opportunity, while legal is focused on managing risk and ensuring long-term sustainability. The key is to understand the commercial objective first and then identify whether there is a compliant path to achieving it. My approach is not to simply say “no”, but to provide advice on the nature and magnitude of the risks involved and to work collaboratively with stakeholders to explore alternative solutions. In many cases, risks can be mitigated through appropriate controls or contractual protections which allow the business to proceed while remaining within its risk appetite.

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

Beyond my legal role, I am particularly passionate about mentoring. Early in my career, I was fortunate to have people who invested their time in me, challenged me and helped me build confidence. Those experiences shaped not only my development as a lawyer, but also my approach to leadership.

As a result, I make a conscious effort to support and develop others, whether through formal mentoring, coaching junior lawyers, or simply making myself available as a sounding board. I particularly enjoy helping people navigate career transitions, take on new challenges and build the confidence to trust their own judgment.

For me, one of the most rewarding aspects of leadership is seeing people grow and succeed. Legal work is important, but the impact you have on people often lasts much longer.