One of the things that drew me to AIG was the exciting task of integrating the legal teams of AIG UK and Talbot into a combined team in line with the business strategy of leveraging the full capabilities and expertise of our UK franchise. While Talbot (a Lloyd’s managing agent that has been part of AIG since 2018) necessarily operates in a different ecosystem, the Legal team was recently realigned to enable it to service AIG’s broader UK business. As part of that process, it’s been very satisfying to watch members of the team share knowledge, broaden their exposure to the business and proactively identify ways to service the UK business more consistently and efficiently. We are continuing to build the team and further embed our team within the business to facilitate proactive and strategic advice to support business objectives.

What are the key projects you have been involved in over the past twelve months? Please describe your role, impact and outcomes.

There has been a significant amount of regulatory and legislative activity in the UK in recent years. Not surprisingly, a lot of my time has been focused on helping the organisation navigate those new requirements, including the FCA’s new non-financial misconduct rules, the PRA’s rules on outsourcing and third-party management, and the ongoing rollout of employment rights under the Employment Rights Act 2025. I really enjoy working on these matters as it allows me to collaborate closely with colleagues across different functions, as well as ensure the success and resilience of the organisation in an ever-changing landscape.

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?

To be an effective General Counsel, you need a deep understanding of the business in addition to the complex and fast-changing legal and regulatory landscape in which it operates. Legal advice and services need to be provided through the lens of the business strategy and broader industry and market. Having said that, General Counsels serve as the moral and ethical compass of an organisation, so it’s critical to be professionally independent.
Ultimately, General Counsels are responsible for mitigating legal and reputational risk and so, as any good lawyer, they need to anticipate challenges and identify solutions on a wide variety of issues.
As the advisor to the C-suite and Board of Directors, it’s also critical for General Counsels to have excellent judgment and soft skills to enhance their impact, influence and credibility.

How do you help drive strong governance and ethical decision-making across your organisation?

A clear and effective governance framework is key to ensuring organisations make informed and ethical decisions. While the framework is key, it’s just as important that colleagues understand the importance of good governance for delivering the business strategy, as well as the role they play in bringing it to life (for example, by writing clear reports and ensuring information flows as intended). Long gone are the days where governance was just a matter for the Company Secretarial team!

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

I’ve been very lucky to work with people and at organisations that have actively supported me. When I joined Arch, the Legal team consisted of six colleagues and by the time I left four years later the team was sixteen strong across Legal, Governance, Wordings and Data Protection/Privacy. I was given a blank sheet of paper and empowered to build a high-performing function that was described as “best in class” by the time I left. While there were challenges (it wouldn’t be fun without them!), building a mature team from the ground up was a real highlight.

While at Aspen, I was promoted to the Associate Group General Counsel early in my career in-house and then took a lead role in the sale of Aspen to a private equity firm a few years later. Those experiences (and lessons!) set the foundation for my promotion to Group General Counsel at Aspen and, ultimately, to where I am now.