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?

At the Ignition Group, we have established a robust committee structure comprising various risk and governance committees, chaired by Compliance Counsel, where key stakeholders convene monthly. Minutes and action points from each meeting are circulated, and a consolidated report from these meetings is presented quarterly to our Risk Governance Committee, chaired by myself and the Group CFO. This structure allows the Compliance and Risk team at Ignition to continuously manage, monitor, and implement controls and mitigation measures to proactively address the risk landscape across the Group.

This approach delivers three key outcomes: we take proactive measures to mitigate risks and reduce the likelihood of crises; we are well-positioned to understand both the specific risks within each business unit and the broader risks across the Group, enabling us to respond swiftly in times of instability or crisis; and the open and structured communication channels with key business stakeholders ensure consistent legal input and guidance, maintaining alignment with the broader business strategy and enhancing resilience.

What are the main cases or transactions you have been involved in recently (you don’t have to be too specific; we just want to know the work you’ve been doing in general terms)?

Ignition Group is the holding company for a diverse range of businesses spanning various industries, from telecommunications to financial services. The Group’s legal team oversees and advises on the legal and compliance infrastructure across the Group and its affiliates, split into two main teams: the Contracts and Disputes Team, and the Compliance and Risk Team. The businesses within this legal framework are involved in areas such as customer acquisition and engagement, mobile telecommunications, Mobile Virtual Network Enabler (MVNE) services for Mobile Virtual Network Operators (MVNOs), financial services, short- and long-term insurance, online marketplace businesses, Value-Added Services (VAS) products, and banking. The Group operates globally, with key focus areas in the United States, the UK, and South Africa.

Over the past year, our Contracts and Disputes team has effectively managed the operational contractual landscape across the Group by developing an international contract repository, streamlining the onboarding of international clients. The team has also successfully negotiated and executed several key contracts with strategic partners, suppliers, and customers, securing favourable judgments in commercial disputes. As the Group continues to expand into new verticals, our Compliance Team has dedicated significant time and resources to aligning our regulatory compliance with international legislation. They have also strengthened our compliance and governance infrastructure by creating Group-wide compliance policies, procedures, and standard operating procedures (SOPs), alongside tailored compliance initiatives that apply to the specific verticals, regulatory landscapes, and jurisdictions of the subsidiary companies within the Group.

What strategies do you employ to ensure the successful digital transformation of a legal department while maintaining compliance with South Africa’s data protection laws?

At Ignition Group, we have successfully integrated key technologies such as DocuSign and SharePoint to enhance the efficiency of our legal department’s digital transformation, while ensuring full compliance with South Africa’s data protection laws. DocuSign facilitates secure electronic signatures and document management, while SharePoint serves as a centralised platform for document storage and collaboration, both equipped with robust security features. To further safeguard sensitive information, we implement strict access controls, limiting data visibility to authorised personnel only, with dual authentication providing an additional layer of security. Moreover, we have trialled AI contract review and risk software to streamline and standardise the contract review process in alignment with our contractual risk governance register.

How do you manage and motivate your legal team to ensure high performance and professional growth?

I apply the tryptic of Transparency of Purpose, Value and Responsibility, and Control and Accountability.

At Ignition Group, we prioritise managing and motivating our legal team by fostering a supportive and empowering environment. We have cultivated a transparent culture where we place significant emphasis on our purpose within the organisation. Understanding our “why” is essential for each team member to see the value and importance of the legal function, ensuring they recognise how their role contributes to the Group’s success. We focus on autonomy and responsibility, encouraging team members to take ownership of projects and develop their leadership skills, by engaging with key stakeholders and understanding the broader Group strategy, so they can make informed decisions. Control over their mandate is crucial in achieving high performance, which is why we’ve appointed subject matter experts within the team who are responsible for their areas of expertise and accountable for deliverables related to their mandates.

Professional development is at the core of our approach. Continuous training, cross-functional collaboration, and mentorship enhance both individual skills and team capabilities. We create specific, tailored growth plans for each member to clearly map their career progression.

Through this comprehensive approach, we maintain a driven, motivated, and inspired legal team that contributes meaningfully to the Group’s ongoing success.