Can you tell us a little about your significant accomplishments over the last few years, as a team or by yourself?

I joined the leading software vendor Murex in 2012 after more than ten years at an international law firm as an IP lawyer in Paris and Shanghai. Over the last ten years at Murex, I have overseen and negotiated notable commercial transactions on behalf of Murex with large capital market institutions and banks that have selected MX.3 (Murex software) to equip themselves with solutions to navigate the changing capital markets landscape, working hand in hand with the bizdev team all along during the pre-sales process until the conclusion of the agreement. Being responsible of two regions, EMEA and APAC, requires guaranteeing full alignment within the legal team in terms of processes and contractual policies and it is my role to cultivate a global compliance culture by improving escalation processes with the business and the decision makers. It is also my responsibility to keep a close relationship with the business and paying attention to the ever-changing needs (saas, bpaas among others) of various internal departments, while ensuring reactivity of the legal team. I am here to ensure that the legal function has a genuine operational dimension and integrates business processes and decisions. At this stage of my career, I am convinced that in-house lawyers are to play a key role in the strategy and business of the company.

What are the biggest risks your industry is facing now and how are you preparing your team to deal with this?

Murex solutions are becoming more and more complex with interdependencies, technical challenges, and endless new models of providing services. This level of sophistication requires to be extremely alert when discussing the contractual obligations and responsibilities and overall, the risks which can be acceptable while preserving the alignment with the company’s strategy. Contractual documents are the reflection of such evolutions and require a full comprehension of the evolution of the company and overall, of the IT industry.

How have you harnessed technologies to drive output in your position?

Collecting and processing data is a key part of our business as we need not only to retain all relevant and important data or information but also to leverage the existing information to handle analysis, reports and identified trends or needs of the legal department. Proper archiving of contracts and related communications are also extremely useful. In light of the strong relationship we have with business, it would be very helpful to have a tool that helps with a single source of entry for everything customer related in order to have a global and accurate picture of all key contractual elements. Technologies should enable us to reach a certain optimisation of time, leaving lawyers with enough time to dedicate themselves to adding value to different legal matters of the business, better allocation the resources and optimum management of legal monitoring.