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 periods of instability or crisis, my approach is to remain calm and methodical, ensuring I maintain a clear head to assess the situation effectively. Naturally inclined towards organisation, I thrive on structuring chaos into manageable tasks, which allows me to develop actionable plans quickly and efficiently. This strength has been consistently noted in my professional evaluations, where it’s highlighted that I am at my happiest when organising and resolving complex problems. This approach translates directly into how I handle crises – by breaking down the issues into structured components and assigning clear priorities to manage risk and maintain control.

My five years of experience practicing as an attorney, primarily focused on urgent commercial litigation, has also prepared me for navigating high-pressure situations. Managing time-sensitive legal disputes in dynamic environments has honed my ability to assess legal risks swiftly and provide immediate, pragmatic solutions. This experience enables me to handle crises with the precision and focus required to protect the company’s interests, while maintaining business continuity.

In terms of aligning my legal strategy with the business strategy, I ensure that the legal function acts as a proactive partner to the organisation. I carefully assess the company’s broader goals and integrate legal solutions that support these objectives. For example, with cost leadership being a critical business priority, I implemented a robust alternative dispute resolution (ADR) framework to avoid costly litigation. By focusing on mediation and leveraging business relationships, we have mitigated legal risks and reduced expenses associated with protracted disputes. This approach not only supports the organisation’s resilience during periods of uncertainty, but also reinforces our commitment to strategic business objectives.

Ultimately, I view legal as an enabler of business resilience, ensuring that we not only navigate crises effectively but also align our legal efforts with the company’s broader vision.

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? 

I have been actively involved in driving digital transformation within the legal team, implementing various platforms such as contract lifecycle management and litigation management systems. These tools not only streamline processes, but also enhance compliance with data protection laws, particularly the Protection of Personal Information Act (POPIA). Digital platforms allow for more efficient monitoring and control over data, ensuring that sensitive information is handled in accordance with POPIA’s requirements.

In fact, I find that managing electronic information makes compliance easier compared to physical records, where hard copies can create vulnerabilities in terms of access control and tracking. By digitising key workflows, I can automate document retention policies, restrict access through user permissions, and easily track data handling to ensure compliance. Regular audits and training also form part of our strategy, ensuring that the team understands the importance of data protection and consistently applies best practices when handling both digital and physical documents.

In short, digital transformation in the legal department would not only improve operational efficiency but also strengthened our ability to comply with South Africa’s data protection laws.

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

I am deeply committed to building a high-performance team, and I believe that the key to achieving this lies in investing in my people. I approach team management with the understanding that if individuals feel their personal growth is valued and supported, they will naturally be more motivated to deliver their best performance. By showing that I am invested in their future, team members become more invested in performing at a high level and contributing to the overall success of the legal function.

Leading by example, I constantly seek ways to provide learning opportunities, whether through webinars, case law updates, or inviting guest speakers to our meetings. For instance, I organise quarterly updates on labour law with our partner firms, providing team members with valuable insights that help them stay current in their practice. Sharing knowledge and resources is a way for me to empower my team, giving them the tools to excel both personally and professionally.

Additionally, I prioritise mentorship and take a personal interest in each team member’s development. It is important to me that growth plans align not only with the team’s goals, but also with the individual’s career aspirations. A recent example of this is when I learned that a member of the payroll department held an LLB degree but hadn’t completed her articles due to personal circumstances. Recognising her potential, I worked with HR and the Chief Legal Officer to find ways to transition her into the legal team, helping her build a career in law. This type of personalised support fosters trust and loyalty within the team, leading to higher engagement and stronger performance.

I also encourage team members to attend legal conferences, expand their networks, and keep abreast of the latest developments in their fields. This not only ensures that they are well-equipped with up-to-date knowledge, but also motivates them to pursue continuous learning and excellence.

In summary, I believe that a high-performance team is built on a foundation of trust, support, and investment in individual growth. When team members feel genuinely supported in their personal and professional journeys, they are more driven to perform at their highest capacity and contribute meaningfully to the organisation’s success.