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? 

During periods of instability or crises, the legal department plays a pivotal role. The first step is to conduct a thorough assessment of different scenarios, including worst-case outcomes, as these usually require legal intervention. It’s critical to remain calm, as the legal team often serves as a stabilising force during times of uncertainty. We evaluate the legal and operational consequences of the decisions being considered, and where possible, consult with senior external counsel to validate our approach. 

In a crisis, the goal should not be to find a perfect solution but rather to deliver a practical, workable one in the shortest amount of time. In these situations, we focus on rapid yet informed decision-making to mitigate risks while allowing the business to continue its operations effectively. 

Alignment between the legal strategy and business strategy is vital. To ensure this, legal leaders must fully understand the company’s broader objectives and strategy, while also maintaining in-depth knowledge of the legal frameworks governing the business. This enables the legal function to provide fast, actionable solutions and design efficient processes that support the company’s resilience during crises. 

What are the main cases or transactions you have been involved in recently? 

One notable case this year involved providing advisory services in a very specialised area, a first for our company. The complexity lay in finding legal solutions that were both innovative and compliant, while also managing internal and external stakeholders to ensure a smooth execution. This project required close collaboration across multiple departments and rigorous legal analysis to address new and unique challenges. 

Additionally, we began operations in a new jurisdiction this year and laid the groundwork for entering another. Cross-border work has always been a key area of interest for me, given the complexity of navigating different legal landscapes. In these instances, having a deep understanding of both our business model and the local legal framework was essential for identifying and prioritising the necessary actions to ensure successful market entry. Managing these transactions also involved significant interaction with regulatory bodies, further adding to the challenges and learning opportunities. 

How can general counsel foster a corporate culture that supports ESG principles and compliance across all levels of the organisation? 

Although ESG (Environmental, Social, and Governance) principles are often associated with the legal department, I believe that while legal functions can contribute significantly, they may not be best suited to lead ESG implementation. However, the General Counsel’s role in corporate governance—a key aspect of ESG—is highly relevant. Governance is frequently overshadowed by the Environmental and Social aspects of ESG, but it remains crucial for ensuring long-term sustainability and accountability within the company. 

General Counsels (GCs) typically work closely with the board of directors, often serving as the board secretary or even as board members themselves. This relationship allows them to set up strong governance frameworks, which are essential for implementing the governance pillar of ESG. Legal skills such as contract drafting, negotiation, and risk management are also critical in establishing the structures and policies that support corporate governance. By guiding these efforts, the GC can ensure that governance processes are not only compliant but also aligned with the company’s broader ESG goals. 

How do you prioritise diversity and inclusion within your legal department, and what initiatives have you implemented to foster a more inclusive and equitable work environment? 

Diversity within a team is crucial to its success. The most important part of fostering diversity begins with the hiring process. It’s essential to ensure that the pool of candidates is diverse—not just in terms of gender, but also in terms of age, backgrounds, and experiences. A range of perspectives is invaluable for problem-solving and innovation, and leaders need to actively seek out different voices. 

Once the team is in place, creating a safe environment where individuals feel comfortable making mistakes and learning from them is key. Managers must foster open, candid communication and provide continuous feedback. This creates an atmosphere where team members feel supported and are encouraged to grow professionally. Diversity and inclusion aren’t just about compliance or representation—they are about creating a culture where every team member feels valued and empowered to contribute their best ideas.