Team size: 13

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

Goodman aims to make space for greatness. It is both challenging and exciting to continually assess your business and team to ensure you have the right skill level as the business implements its strategy. Part of this involves having the right infrastructure. My team recently introduced new process management software to assist in sharing process knowledge from a central online repository. This has involved a lot of engagement with other business units to highlight how this software can facilitate ownership of a process within the business unit. We have been impressed with the internal uptake of the software as this will change our internal operations and help mitigate operational risk.

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

Without a doubt, advancements in AI and bots such as ChatGPT will change the way teams do business in the future. Our external lawyers already use AI to produce accurate and meaningful due diligence reports, which are then reviewed by a qualified legal eye. I envision legal operations divisions in future in-house legal teams positively using technology, potentially with greater interface into online workflows. Of course, care will need to be taken to ensure the use of such technology is appropriately governed.

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

I believe you need to be an expert in your field, know your business product and business units. You should also be open to working on non-legal matters that support the business. For example, we place heavy importance on the wellbeing of our people – through group mentoring pods hosted by senior business leader. This serves as a fantastic way to give back to the business and serves as an invaluable way to forge new relationships and gain insights on employee needs.