Looking forward, what technological advancements do you feel will impact the role of in-house legal teams in the future the most?

Technology will continue to be a key enabler for efficiency for in-house legal teams. At ADNOC, we have successfully implemented a purpose-built technology tool that enables us to assess multiple layers of risk within our supply chain diligently. This was a challenging project given the size and complexity of our supply chain and required active collaboration with other business functions. We plan on enhancing this technology’s scope to assess a wider variety of risks, including ESG and AML risks, in the near future.

What is a cause, business-related or otherwise, that you care about, and why?

I am an enthusiastic advocate of gender balance – for me, this remains a key foundation of sustainable development for any business, any country, and any real opportunity. Without making inclusion central to the growth plan, we will not be able to equalise the disparity that continues to thrive in so many facets of today’s world.

What would you say are the unique qualities required to be successful as an in-house lawyer in your industry?

In a dynamic and unpredictable world, it remains essential for in-house counsel to be able to scan, lead on and mitigate risk. As ADNOC grows its business into new areas and jurisdictions, regulatory compliance, transparency, and good governance become as important as strong operational fundamentals.

I have always maintained that EQ remains more important than IQ as a key quality to thrive in an in-house environment. Too often, I have come across candidates who are perfect on paper; however, in practice, they have struggled to adapt to the nuances of a particular corporate environment. Successful in-house lawyers must understand their business, grasp and implement the company’s key objectives and become true business partners.

What can law firms do to improve their service to the legal department?

Law firms can re-align themselves as strategic advisor to the legal department. As we face budget cuts and recruitment challenges despite the pace of regulatory change, we rely on external counsel to provide valuable regional and international insights and commercially driven rather than academic advice.