How do you approach managing legal aspects during periods of instability or crises, and how does your legal strategy align with the broader business strategy to ensure the organisation’s resilience?  

As a relatively small team, we empower our lawyers to engage across the entire product life cycle. This means that in times of economic stress, lawyers have the experience and skill set to be able to work on downside scenarios – whether these involve restructuring, enforcement or disputes – in addition to being able to work on origination and execution of products during more benign phases of the economy. This approach enables the team to quickly adapt and align our skills with evolving business needs, minimising gaps between business requirements and technical expertise. 

What emerging technologies do you see as having the most significant impact on the legal profession in the near future, and how do you stay updated on these developments?  

I view AI and its applications as having the potential to disrupt parts of the legal profession in the near future – specifically in areas such as legal research, document drafting, due diligence, and electronic discovery. Whilst there are still challenges related to data reliability, availability, confidentiality, and protection, the commercialisation of AI in these fields could potentially replace some legal professions. To stay informed, I attend seminars organised by law firms and other professional services providers and take short online courses on AI.