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

In FY21, I played a critical role in the outstandingly successful ASX listing of HomeCo Daily Needs REIT, the first externally managed fund established by Home Consortium and its second public vehicle. Involving an enterprise value and portfolio of almost $1 bn, the REIT’s listing was awarded FinanceAsia’s best Australia and New Zealand IPO for 2020. Since that November 2020 IPO, it has now grown to an asset value of almost $5 bn. My in-depth expertise and ability to quickly grasp the relevance of every legal and commercial strategic issue associated with this significant transaction on such a compressed timetable was integral to HomeCo’s successful transformative process and strategic growth. Considering the vagaries of the Covid-19 environment, our work ranged from initial roadshow meetings with interested investors to advising on and actioning all associated workstreams, including strategy, corporate, equity capital markets, M&A, banking and financing, regulatory compliance, intellectual property, data protection, employment, structuring, tax, stamp duty and governance. As trusted adviser to the newly established board of the HomeCo Daily Needs REIT, my expertise in property, retail, governance, compliance, management, finance, and law safely navigated the float through an overly complex process. As group general counsel and a key member of HomeCo’s executive team, my expert counsel was relied upon by the entire company

How do you feel the pandemic has changed the world of work for in-house counsel and the function of the general counsel?  

There is no doubt that the pandemic has made the role of in-house counsel, and the function of general counsel specifically, far more strategic. As general counsel my personal experience was that I took part in decision-making at the highest levels. The broader approach to risk management during Covid-19 was also very strategic. Increasingly, I became a trusted advisor to the board and added value in that way.

Looking forward, what technological advancements do you feel will impact the role of in-house legal teams in the future the most?

We are a young, ambitious organisation that is always seeking to do things better and more efficiently. I can see a time in the near future where we have automated contract negotiations for certain classes of transactions through artificial intelligence which will streamline the way deals are transacted. For example, that type of ‘tech’ would help improve closing speed, which would increase deal flow and unlock asset values more quickly. It would also drive efficiencies and reduce transaction costs.