Could you share an example of a time when you came up with an innovation that improved how your legal team works and did not come at a large expense?

I have worked closely with our general counsel to embed a strategic partnering approach. By carefully considering our team’s purpose, client needs, and how we can deliver the most value, we enable our clients to make effective strategic decisions with confidence. We look beyond the specific legal advice requested, exploring broader implications, and actively engaging with clients while drawing upon our extensive institutional knowledge to provide practical and actionable recommendations. To achieve this across the team, we have run dedicated sessions on strategic partnering, developed practical tools and checklists, and are regularly discussing strategic partnering and advice into our day-to-day work and team meetings.

What are the most significant cases or transactions that your legal team has recently been involved in?

Across the broader legal team, we have been working on various initiatives with significant impact across the organisation, including policy redesign, the legislative compliance framework, contract redesign, and automation, as well as cutting red tape.

Within the employment, workplace relations, and administrative law team, we have been advising and supporting the organisation through complex industrial relations reforms, a major compliance project, enterprise bargaining, and litigation matters.

What is a cause, business related or otherwise, that you care about, and why?

I care deeply about mental health and wellbeing in the legal profession. It is essential that everyone can thrive at work, enjoying positive wellbeing and good mental health. Unfortunately, this is not always the case, and various contributing factors can lead to poor wellbeing. As leaders, we have a key role to play, from engendering a positive workplace culture and designing effective systems to engaging in daily conversations and discussions with all team members.