Team size: Nine

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

I believe that legal departments should build a system that would reflect the pending tasks and cases available for the lawyers to view and update as per the procedures that have taken place. This would enable the legal department to follow up with all issues and provide consulting efficiently and proactively.

Building a system for all the standard contracts that are often used for the business avoids taking time to view these standard contracts and allows lawyers to focus on urgent and complex matters.

Circulating major legal precedence related to the business would be useful for lawyers to provide legal consultations.

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

Our CEO has signed with International Air Transport Association (IATA) to achieve 25by25, which is to have 25% females in all company roles by 2025. This is an important cause for me because I believe we have amazing female talents within our company. Still, unfortunately, very little female employees are empowered in leading roles.

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

Finding creative solutions to challenging problems is the key to being a successful in-house lawyer. Furthermore, the business needs to understand and identify the risk you face as in-house counsel.

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

Law firms should offer a weekly meeting to follow up with pending cases to comprehend the complexity of technical, financial and operational issues; this would enable the legal department to build trust with the law firms and ensure a successful outcome.