Team size: About 150 lawyers in a team of approximately 350

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

Finding feasible ways to ensure the sustained development of my team’s skills and capabilities to address both the changing expectations of our organisation and the changing regulatory environment has been challenging. It requires striking a balance between accepting exciting challenges and the resulting exhaustion from the work undertaken throughout the organisation.

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

I would like to see an uptake in the use of AI to carry out tasks for which it is suited, while we shift our attention to the parts of our practice that require human thinking and focus. For many years, we discussed the impact of AI and the disruption it will cause. However, we have not worked out how to combine artificial and human intelligence in a way that delivers greater value for our organisations and our people. It is time to do so.

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

I believe the successful in-house lawyer should have the following qualities:

The intellectual agility to understand the business and industry in which we operate, and broader political, economic and regulatory contexts. In-house lawyers should be skilled at using this knowledge to remain ahead of current organisation thinking and guide the organisation to realise future opportunities and mitigate risks. A sense of commercial judgment and perspective about how to be a value-add to the organisation is also essential.

Finally, care and empathy are key qualities needed by in-house lawyers. It is important to remember that our value is in our people (as well as our technology) and they need care and attention to thrive.