Major legal advisers: Latham & Watkins, Gibson Dunn, Vinson Elkins 

How do you approach managing legal aspects during periods of instability or crises, and how does your legal strategy align with the broader business strategy to ensure the organisation’s resilience? 

Calmly. We have a Crisis Management Plan that we keep updated, and the heads of operations and functional support each have a copy. My mobile number is on it, along with the numbers for others. I oversee Risk, HR and Internal Audit, as we work collaboratively to develop and continuously improve processes to mitigate risk on the front end and contain risk and damage on the back end. My team has a service mindset, and we work to communicate effectively with our employee base and our customer base to address crises or instability head-on. 

In your opinion, what are the main trends affecting your work now? 

I find that in-house legal teams need to be more ingrained in the business, in the needs of other departments, and in assisting with the continuous improvement of the culture of the company. 

What strategic priorities are guiding your legal team into 2025? 

Data Governance and Security, and Leading Cross-Functional Collaboration Processes to Achieve the Company’s 2025 Goals.