What are the most significant cases and/or transactions that your legal team has recently been involved in? 

A recent transaction that stands out is the acquisition of two stabilised assets in EMEA through our joint venture with global partners. This exercise required high levels of discipline in aligning and engaging with numerous internal and external stakeholders, including lenders, external counsel, sovereign investment funds, notaries, tax experts, and public authorities. 

Despite the complexity of the deal, I fondly recall the shared joy of the project team as we closed it last year. 

Equinix has been (and continues to be) an amazing journey, being part of the world’s digital infrastructure company, with the opportunity to interconnect leading organisations in finance, manufacturing, retail, transportation, government, healthcare, and education. Real estate and infrastructure development has always been a key part of our expansion strategy and customer-centric vision. I am proud to be part of a team that is widely recognised as a business enabler, directly involved in the early stages of every business case. 

The RE&I team handles a variety of matters, including land banking deals, acquisitions, asset management, leases, construction, and FM operations; and as we expand our global footprint, the complexity and sophistication of our transactions are naturally increasing, further driving the need for a scalable and aligned approach throughout our portfolio. Equinix currently operates in 71 major metros, including 31 in EMEA. 

As we enter the next decade, what skills will a corporate legal team need to succeed in the modern in-house industry?  

In-house lawyers are essential business partners, at the heart of every transaction. Successful in-house lawyers masterfully balance technical expertise, business acumen, and interpersonal skills. 

They are primarily sought after for their legal expertise, but in-house lawyers must also understand the business goals of their companies and how they can best support positive growth. This allows them to be strategic partners to the business, effectively participating in their companies wide OKRs. 

Additionally, in-house lawyers must be able to effectively communicate with a wide range of stakeholders, including business leaders, subject matter experts, and external counsel. Building strong relationships and being a “deadlock opener” helps create a positive work environment and foster collaboration among team members and stakeholders. 

What are some of your main tips for dealing with a crisis?  

A great question, given the challenges the world has faced in the past three years. Unequivocally, agility and flexibility are essential, as your approach and mindset must adapt to the type of crisis you are facing. However, there are a few principles that I find useful for navigating critical situations: 

Be prepared: Have a crisis management plan in place and identify key stakeholders that will help you progress this plan. 

Communicate effectively and be transparent: Keep stakeholders informed, provide updates, and answer questions supporting the right decision-making process. 

Be empathetic and understanding: Show compassion for stakeholders’ concerns. People have different ways of reacting when facing hardship which in turn can influence their critical thinking. 

Be resilient and stay focused: Instilling calm to promote a more effective decision-making environment.