Team size: 15

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

I have broadened the scope of my role to include ‘transformation’ which covers post-completion integration of our M&A acquisitions and project governance of our most significant company projects. It has been a great experience to apply a new non-legal lens on our strategic M&A and large company initiatives.

It has undoubtedly been challenging balancing my legal and non-legal role. However, I consider that the deeper knowledge that I am gaining from being involved in commercial, financial, product and technology aspects of our business supports my broader understanding of the business and strengthens my risk analysis and decision making as a general counsel.

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

There are an increasing number of collaboration tools and I see these supporting the way in which in-house legal teams brainstorm, collect inputs and generally work with the commercial business teams.

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

In a technology, data-based business, it is important to be strong in the area of data privacy and data governance. This requires deep technical legal knowledge. It is also important to develop a strong sense of the ‘right approach’ based on an understanding of a customers’ expectations on how their data may be used.

Commercial pragmatism is another required skill; to work through practical solutions within clear boundaries of the law.