Team size: Eight

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

The pace of change and recovery post-Covid both internally to our company — reviews, projects, initiatives, reorganisations — and externally with our customers, such as size, scope and complexity of projects in the energy and resources industry, in particular regarding sustainability and being able to balance these business needs with existing resources.

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

I would be surprised if a legal practitioner is not using, talking or curious about the various AI technologies out there, such as ChatGPT and Google’s Bard. Knowing these tools, how they can be implemented, and their limitations will be key for in-house legal teams. We are exploring software incorporating AI technology to assist with contract reviews and admin tasks such as filing. People in the business are using chatbot technology to self-remedy, so lawyers must embrace, adopt and advance their practices with these technologies.

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

While I do not believe the qualities required to succeed in the energy and resources industry are unique, lawyers must be well-rounded and at the top of their game. More than ever, the business requires lawyers to know the law, know their business and be commercial and pragmatic with their advice and approach. Energy and resource lawyers must be agile with constantly changing economic, regulatory, political and social environments. Having good interpersonal skills and qualities, being collaborative and having a relationship-focused mindset also helps to differentiate from others.