What are the most significant cases or transactions that you have been involved in over the past year?

Apart from managing usual transactions that we have to do on a daily basis, ensuring compliance, managing audits, in the start-up industry we also get to see stress cases that are new and unheard of and hence applying already existing solutions is something that usually helps setting the base but never fully does the job. In my time here at Stride, spearheading the legal division at my age and experience, I have tried to customise solutions which are viable and not depreciative of any value, investment or time given these are the two core fundamentals of the ecosystem.

Based on your experience, what is the key to collaborating successfully with business partners?

In my experience, the key to successful collaboration with business partners lies in open communication, mutual respect, and understanding their needs and goals. I focus on building trust through transparency and consistency in my actions. By aligning legal advice with business objectives while ensuring compliance with regulations, I aim to support the business’s strategic goals and foster a spirit of partnership that leads to more successful outcomes for both the legal team and the business as a whole. Simply put, as an inhouse counsel, my role is to ensure that the answers to business team are straight cut without any legal jargon and as plain as they can understand.

How do you motivate and manage the other members of your legal team well?

To motivate and manage my legal team effectively, I set clear expectations, provide constructive feedback, and recognise individual and team achievements. I encourage continuous learning and professional development, offering growth opportunities and maintaining an open-door policy to create a collaborative environment where team members feel heard, valued, and empowered to contribute their unique skills and insights. By nurturing a positive, supportive work culture, I aim to help my team members reach their full potential and drive success for the entire legal department.

Not only have I always tried to keep an open door policy with the team, but I also feel I am more aware and appreciative of the pressure the legal teams face. I try to embrace unorthodox measures and try and understand and be supportive of how my team is personally handling pressure. Needless to say, without trying to cross personal boundaries, unless they are comfortable, I try to mentor them by being their colleague and a friend. The world where we live in has now helped us be more sensitive to anxiety, imposter syndrome and related issues and I believe by being open with the team about such issues, I have developed a bond with them which helps us communicate better and align with our work life with a clearer vision.

Are the effects of AI on the legal world overplayed, or underplayed?

When it comes to the impact of AI on the legal world, I believe a balanced perspective is essential. AI holds the potential to automate repetitive tasks, enhance accuracy, and provide data-driven insights, thereby increasing efficiency and reducing human error. However, it cannot replace the human touch, strategic thinking, and ethical judgment inherent in legal practice. Embracing AI as a tool for augmenting lawyers’ skills, rather than replacing them, is key to unlocking its full potential. By striking this delicate balance, the legal profession can harness the power of AI to improve service delivery, drive innovation, and better serve clients in an ever-evolving legal landscape.