Team size: 25

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

I have been the global legal head for the group for nearly seven years and have been primarily responsible for the legal, secretarial, regulatory and compliance work. As a part of my role, I drive the governance across the group. In the last seven years I have been involved in several acquisitions (PKC-Reydel , Bombardier) and have setup several joint ventures. In recent times, I lead the group restructuring project from a legal perspective and successfully completed the same in a sharp 12-month period, despite various head winds (Covid – 1st and 2nd wave) and the slowdown of various regulatory approval processes. I also drive the group ESG initiative from a legal perspective and have streamlined the process.

Have any recent political, economic, or regulatory changes impacted your work? How are you dealing with this?

As a management team, we strictly follow the 3CX10 Risk Management Tool (which means no country, no company, no component drives more than 10% of our revenues). Despite the chip shortage in various parts of the world, the Ukraine war, and the slowing down of economies in some parts of the world, our growth path has not been affected as we are spread in 41 markets across the globe and supply tools to practically every OEM.

In addition to that, we have a robust risk management team supervised by the risk management committee of the board. We constantly work towards creating alternatives swiftly and in a sound manner to ensure customer demands are never compromised.

How has the increasing consciousness of climate change and sustainability affected your company and the team’s priorities?

It has always been our philosophy to grow in a sustainable manner in the communities that we operate. As a company, we have always been ahead of this journey. Thus, the recent global initiatives on climate change and sustainability have only vindicated our philosophy. We have been publishing sustainability reports for the past three years.

As we enter the next decade, what skills will a corporate legal team need to succeed in the modern in-house industry?

Two key drivers will lead to the success of the future in-house generation. Firstly, the new generation will have to build in-depth knowledge and global trends on the various laws that affect them. Secondly, the new generation must adapt to digitalisation and use of technology and tools, in order to assimilate, understand, and advise the need of the organisations.