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

The key strategic focus for our teams over the past twelve months has been the final phase of the integration of Credit Suisse into UBS and exit of legacy CS businesses. This is the first time a merger of this scale between two globally significant financial institutions has been undertaken, with the Legal function playing a pivotal role in navigating complexity and enabling a succesful integration. Much of the work has been groundbreaking, achieved under significant time constraints and across a variety of areas such as regulatory approvals, client migration, legal entity wind down, and resolution of contentious matters.

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

One of the most significant areas of transformation for our Legal function has been around the adoption of AI. We have introduced a variety of generic and legal-specific tools for our employees to use across both commoditised and complex legal tasks, as well as in interactions with our internal stakeholders and law firms. We have also rolled out a comprehensive user adoption programme, including training, information hubs and a network of AI Champions. In parallel, we are addressing next-generation challenges, such as the future skills our workforce will need, the development of junior employees and how our operating model should evolve in an AI-enhanced age.

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

It is really critical for a GC and the in-house legal function to have a deep understanding of the firm’s strategy and its business, and to be actively involved in discussions where material decisions are made. With that foundation, you will be better positioned to take nuanced decisions, provide solutions and identify opportunities, as well as holistically manage risk around a business as a trusted and valued partner. It’s also important to remember that for a business to be successful, it needs to be sustainable; decisions that mitigate risk (and even constrain revenue) in the short-term may end up enabling a business to be successful over the long-term.

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?

Be present, be curious and be brave. I’ve already mentioned the importance of being present in key discussions, but the other two are also highly relevant in times of significant uncertainty and change. As lawyers, our role is essentially to provide certainty and clarity to our stakeholders; being curious by regularly accessing knowledge from a wide range of contacts who may have critical insights (economists, research analysts, governmental and regulatory experts, law firms etc.) and being brave by showing that solutions are possible even when the path ahead is unclear to others, will enable us to add greater value.

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

With all the change going on around us, it’s even more important to remember our values, and DE&I is something that continues to be a key part of our culture. I am proud that as a function we have taken the lead on many initiatives that have made a real difference not only to our own legal colleagues but also across UBS and the wider industry. Whether through promoting legal access programmes for underprivileged students, creating safe spaces for courageous conversations, or providing education and support on important topics such as mental wellbeing, we have noticed a stronger sense of belonging and inclusion in our teams.