Team size: 20

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

Software such as MS Teams, Zoom and their wide use has clearly changed where and how we work – we now connect much more efficiently with counterparts within and outside the organisation; and while face-to-face meetings and business travel decreased for a while, they are on the rise again. In terms of ‘what is next?’, we are seeing a lot more sophistication around automation of documentation – I am not sure full replacement of lawyers and bespoke solutions for complex transactions is around the corner but getting a better starting point and automating more simple contracts would be a positive step.

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

It is cliché, but it must be climate change. We are trying to adopt practices at home and work to do our bit on a small scale and looking at it on a much wider scale institutionally – there are a lot of opportunities to have a positive impact on climate and returns out there.

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

I would not say any of these are unique, but the combination generally makes a good in-house counsel; business acumen, problem solving skills and identifying early core vs peripheral issues, ability to multi-task, thick skin, integrity and good ethics, independence and leadership, specifically an ability to be the person that can say ‘hold on’ when everyone goes with the flow, and a good sense of judgement.

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

They can be honest and say ‘no’ to deals where they don’t have the requisite experience or current bandwidth – it might be short term pain on billings, but it makes for a better relationship over the long term. Also concerning staff dealing appropriately – partners where needed and cascade downwards.