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

My team provides strategic legal and commercial services across Bon Secours Health System (BSHS), Ireland’s largest private hospital provider, which operates five acute hospitals, radiotherapy services, diagnostic services and a Care Village with 4,000 staff and 500 medical consultants.

Key highlights include the following:

Development of €200m New Limerick Hospital and Clinical Services Hub

Construction is well underway on Bon Secours Health System’s new hospital in Ballysimon on the outskirts of Limerick. The state-of-the-art private hospital is scheduled to open in 2025 and provide care for 50,000 patients annually. My legal team oversaw all contracting negotiations with our design team partners and our construction partner, Sisk, as well as managing the original site acquisition. We also led on all legal requirements relating to the development on an adjacent Clinical Services Hub to support the new hospital.

The ground floor of the new Clinical Services Hub will contain outpatient radiology services provided by Bon Secours Diagnostic Imaging, a joint venture between Bon Secours Health System and Alliance Medical Diagnostic Imaging. This radiology service will include MRI, CT, X-Ray, dexa, ultrasound, and for the first time in the region, PET CT scanning. I am a director of the joint venture and led negotiations with the landlord, Kirkland Investments, to conclude lease arrangements for the building.

Clinical transformation project – electronic health record

In 2023, BSHS launched a €25m clinical transformation project that will connect the entire BSHS hospital network under one electronic health record (EHR) system, which is being run in partnership with health tech firm, Meditech. My team led on all contracting negotiations with Meditech. The key to successfully concluding a robust and appropriate contract framework for this transformation project was having a deep understanding of the business requirements for the project. The new ‘BonsConnect’ EHR system will improve patient safety, enhance clinical care and increase operational efficiency for 300,000 patients annually and is part of a wider €300m national commitment as part of BSHS’ 2025 Strategic Plan.

Restructured insurance model in 2023

As part of my role leading the risk management function, I conducted an insurance market engagement process in 2023 and implemented a new ‘deductible’ insurance model with a new insurance partner, MedPro, whereby BSHS pays an excess on certain insurance claims, significantly reducing insurance premiums for the business.

How have you attempted to bring the legal department closer to your business colleagues? 

I established our in-house legal team in early 2020. I work with the Group CEO, and with his support, embedded my influence and that of the legal services function throughout the organisation. As a member of the executive management team, I take an active role in a range of steering committees and forums throughout the organisation, such as our 2025 Steering Committee providing strategic, commercial and legal advice to colleagues. As company secretary, I attend and participate in all board meetings and a range of board committee meetings, which means I am at the centre of all decision making in the organisation.

How do you see the general counsel role evolving in Ireland over the next five-ten years?

The general counsel role continues to grow and expand and is seen as a vital role for the success of the overall business. It is no longer a role on the periphery to offer legal advice when required, but one that it is central to all strategic and commercial decisions in the organisation, and a key partner to the Group CEO.

How important is choosing to work with external lawyers who align with your company’s values? Are you likely to reconsider what firms you work with based on this?

This is very important. Law firms need to work in partnership with BSHS and respond to the needs of the organisation. There is ever greater pressure and scrutiny in managing legal budgets and a constant need to demonstrate ‘value’ to the business.

In general, what would you like to see change about the external law firms you use?

I think external law firms need to show much greater flexibility in billing and move away from an hourly rate model, which has no relevance in the modern business environment which focuses on value for the business. The business demands transparency and visibility for budgeting purposes, and an hourly rate model no longer resonates with business requirements.