What has been the number one challenge that has impacted you over the past year?

The most significant challenge over the past year has been navigating the rapid pace of external developments and interconnection between critical risks. This includes geopolitical shifts, supply chain disruptions, changing policy settings, increased regulation and litigation including in relation to ESG issues. How we anticipate and understand these risks and develop plans to respond are key to prioritising the team’s efforts and staying ahead of issues, and seizing opportunities.

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

Artificial Intelligence (AI) has the potential to transform the legal profession. Within the next few years, AI will be able to perform the routine transactional and administrative aspects of legal advice and allow lawyers to focus on the areas they can add the most value. There are, of course, limitations to AI, and lawyers will always be needed, particularly for strategic thinking and judgment. Also, there will be inherent limitations to AI as lawyers are increasingly looked to provide guidance on what is the right thing to do, in addition to what is legal.

What would you say are the unique qualities required to be successful as an in-house lawyer in your industry?

The in-house team needs to be able to deal with wide range of complex legal issues that often require us to weigh-up a range of operational, commercial, environmental, social, governance and reputational considerations.

To be successful, it is necessary to have a strong understanding of what is important to the business and our stakeholders, the ability to not view a legal issue as one dimensional, be able to cut through complexity and have a problem-solving mindset.