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?

Two important attributes that I think are key for an in-house lawyer are adaptability and the ability to keep a cool head. The worst thing that an in-house advisor can do is create or encourage an environment of panic. In times of crisis or pressure, our team’s approach is to engage with colleagues on the issue at hand and assist in developing an immediate action plan. This provides the business with reassurance and a level of certainty during the uncertainty. This encourages them to not respond to situations hastily – most knee jerk reactions do not result in good business decisions.

What are the main cases or transactions you have been involved in recently?

I took up the role of Head of Legal in September 2023. At the time, SPAR’s first Group Legal Advisor was retiring. The legal function/department in SPAR was not operating in the manner expected of an “in-house” legal department. In my first year, most of my time was focused on auditing the organisation, understanding the business’ legal needs and establishing some standard operating procedures to regulate the intake and delivery of legal work from different functions and internal business partners. Since then, the new Legal Advisor and I have made great strides in partnering with the business to make their lives easier by developing standard precedents and empowering them with training on key legal areas. It is no secret that the business has its challenges and, as a result, I was involved in the negotiation of the agreement for our exit from Poland and my team and I have also directed some of the associated forensic investigation work and litigation, which is a new area for me.

How do you prioritise diversity and inclusion within your legal department, and what initiatives have you implemented to foster a more inclusive and equitable work environment?

I recognise that, whilst we are all employees, we are people first and foremost. I don’t believe in a traditional “hierarchy”: we are all part of a team and encourage people to express their views, to pursue their personal interests (in balance with their work requirements), and aim to be an approachable leader.