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

Like many industries, the construction industry has faced multiple challenges following Covid-19. The past year has been a period of further realignment of the work undertaken by in-house lawyers, with the main challenge of doing more with less. This requires finding practical, innovative ways to provide solutions to problems faced by teams. Hence, a balance must be struck between work volumes – focusing on high value work instead of low value but high-volume work.

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

Technology is consistently being developed to assist in-house teams increase deliverables. Each week, I am approached to view a demo on new technology that promises to optimize document management, legal business intelligence, matter management and workflow. These technologies include using AI in the contracting space for analysis, risk assessment and due diligence. They also include platforms that allow a user to build their own apps quickly, with varied efficient tools.

While this is very exciting, the adopting tech in the legal function must be considered alongside broader tech developments of the business. It is necessary to determine the end users, who benefits the most from using these technologies and if it is for the legal team only or the whole business. This must be considered on a case-by-case basis and planned with relevant engagement from all business areas that will be impacted by the implementation.

I am excited to see advancements in legal technology – AI appears to be a frontrunner in the contracts space. Apps that allow tailored solutions without coding, are also a personal favourite of mine as they have allowed diverse and varied uses of tech in business operations.

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

To be a good in-house lawyer, you must have both commercial and legal aptitude. Without the ability understand the commercial impact legal advice may have on the company’s overall objectives and operational functions, the legal advice will not be useful.

In-house lawyers should also be skilled communicators, able to work across all levels of stakeholders both internally and externally. The ability to be able to adapt tone, language and explanation of concepts different audiences is vital for an in-house lawyer to be heard and viewed by the company as an approachable, informed and trusted advisor.