Legal team size: Five

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?

In times of crisis, the legal department often becomes the anchor that holds everything together. My approach starts with understanding the problem—not just legally but also operationally and emotionally, because crises don’t happen in isolation. This initial assessment needs to be quick but thorough, as time is often of the essence. I rely on my natural ability to stay calm under pressure and adapt quickly to shifting dynamics.

Once I have a clear picture, I move into action, ensuring that any legal strategy I develop is aligned with the broader business objectives. This alignment is crucial for presenting a unified response to the challenges at hand. Communication plays a big role here. I prioritise being upfront about what’s at stake and what steps need to be taken, making sure that the decisions made aren’t just legally sound but also make long-term business sense.

Not all crises can be anticipated, but having systems in place for adaptability and knowledge-sharing goes a long way in cushioning the blow. For me, managing legal aspects in a crisis boils down to five pillars: clear communication, adaptability, in-depth knowledge of the legal landscape, composure, and timely execution. Timing, especially, is critical—deploying solutions too early or too late can make all the difference.

At the core of all this is my belief that the legal function is not a silo. It is interwoven with the fabric of the organisation’s everyday operations, whether in calm times or crises.

In your opinion, what are the main trends that are salient in your country currently (these can be legal, political, economy or business-based)?

On the legal front, there’s been a noticeable increase in regulatory scrutiny, particularly around data protection and financial compliance. The rise of digital technology and AI has created new opportunities but also brought risks, such as cyber threats and ethical concerns. Legal practitioners are being called on to navigate these waters and provide guidance.

Economically, the country is grappling with currency instability and a growing fiscal deficit. These challenges, while daunting, are also pushing businesses to think outside the box and find innovative ways to stay afloat.

Sustainability is another area gaining traction. Companies are feeling the pressure to incorporate ESG principles into their operations, not just to meet regulatory requirements but also to align with public expectations. This creates exciting opportunities for legal professionals to support organisations in balancing compliance with innovation.

Are there any causes, business or otherwise, you are passionate about?

I’m passionate about giving back, especially through charity work that supports underserved communities. I’ve always believed that those who are privileged have a duty to lend a hand. For example, I’ve worked with orphanages, not just by donating items but also by spending time teaching and mentoring. These interactions are often more rewarding than the material contributions because they leave a lasting impact.

This passion extends to my professional life, where I strive to create opportunities for fairness and inclusion, whether through policy or direct engagement. Giving back is more than a cause – it’s a mindset.