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?

I am grateful to work with an executive team that applies strong focus to “business agility” and ensures that we have an adaptable business strategy that is resilient in challenging times. We are able to respond rapidly and with flexibility in periods of crises and instability. I ultimately try to align the legal strategy with the overall business strategy so that the legal function is an enabler of business and not merely a risk mitigation function in periods of uncertainty. It is critical for the legal team to remain agile and flexible so that we are able to pivot and redefine our objectives as required by the business.

I spend a lot of time on instilling a deep understanding of the business’s strategy, operations and core risks with my team members. I encourage ongoing discussions on these topics to ensure that, in times of instability or crisis, we are well positioned to devise creative legal solutions in a proactive, agile and business focused manner. I also apply a strong focus to learning, growth and development in my team to ensure that we are constantly evolving and enhancing our legal skills. We often attend short courses together to ensure that our skills remain relevant and up to date.

Team morale is crucial during times of crisis, and I believe that it is important to celebrate small victories to build unity and foster a supportive team dynamic. It is also vitally important for the legal team to collaborate and engage with the broader business during times of instability as a shared sense of purpose ensures that the team stays motivated, engaged and committed to a shared purpose of overcoming the challenge.

During times of crisis and uncertainty, demonstrating resilience, adaptability, and a positive attitude is essential. By embodying strong values and a clear sense of purpose, I aim to lead by example, encouraging my team to adopt similar behaviours. I believe that this approach strengthens their resolve, fosters determination, and keeps them motivated to navigate challenges effectively.

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

I spent most of 2024 implementing a significant merger for IQbusiness, which saw IQbusiness and a technology services business named +OneX consolidate into a business and technology services “Digital Integrator” under the IQbusiness brand. The combined business brought together 1,500 team members across the consumer insights, consulting, technology, and managed services capabilities.

I was shortlisted for General Counsel of the Year at the Africa Legal Awards for the second year in a row, making me the youngest nominee on the shortlist following my nomination in 2023 as well.

I am the youngest Partner and Executive Committee member at IQbusiness and leverage my position to drive significant impact for young South Africans both inside and outside my organisation.

I am highly passionate about transformation and continue to lead the IQbusiness “YCo”, a pioneering youth transformation advisory board of under-35 technology and research professionals that acts as an advisory board to the EXCO. YCo helps solve business challenges and explores new opportunities, challenging traditional thinking in a constructive manner while also embracing new and relevant technology.

I proudly led IQbusiness to its highest-ever B-BBEE score in 2024, breaching 100 points on the Generic Scorecard and achieving Level 1 B-BBEE contributor status. I believe this milestone reflects IQbusiness’s continued commitment to transformation as a pivotal growth strategy in South Africa. I adopt a long-term sustainability outlook and promote leadership through “Ubuntu” by supporting many SMMEs via ESD and Socio-Economic Development Programmes.

I have also ensured that IQbusiness remains one of the few registered B-Corporations in Africa and continued to lead this journey in 2024.

I remain passionate about youth development and mentor many young South Africans in career and personal development, both within and beyond the legal fraternity. I am personable, dynamic, and committed to growing South Africa by uplifting my fellow South Africans of all ages, both professionally and interpersonally. I represent the kind of leadership South Africa needs to build a vibrant, youthful, and sustainable future.

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

I try my best to lead by example with integrity and a commitment to excellence that sets a standard that inspires the team to follow suit.

I set clear goals and expectations for my team at the start of each quarter, and I make sure that each team member understands their responsibilities and KPI’s and furthermore how these align to the business’s strategic objectives. I also make sure that each measurable outcome aligns to their personal goals and career objectives.

I place a strong emphasis on the learning, growth, and development of all team members, fostering continuous evolution and enhancement of their legal expertise. To stay current and relevant, we regularly participate in short courses together, ensuring our skills remain sharp and aligned with industry demands.

I try to empower my team by encouraging them to take ownership of projects and I provide support and feedback as they make decisions. This approach boosts their confidence whilst enhancing their core skills and leadership capabilities.

I promote a culture of openness and teamwork, where members feel encouraged to share ideas, seek advice, and collaborate on innovative solutions. I also make sure that work-life balance is supported and promoted as part of the team ethos.