Team size: Five

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

Technology has certainly been one of the biggest disruptors to the legal sector in recent years, and this trend will continue to accelerate, making it clear that legal teams must adapt quickly to changing business, client and employee demands brought on by advances in technology. How teams embrace the innovation, efficiency and agility that flows from the use of technology, and ultimately leverage this to their advantage, will make a meaningful difference in delivering step change impact.

I believe that we will see a significant adoption of automation, AI and machine learning to take on more routine tasks, allowing the legal team to upskill and add even more value to the business. My sustained view is that technology will free up resources, enabling legal teams to focus on providing consistent high-quality advisory services to the business, increasing work-product and contributing to risk mitigation.

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

Our relentless lifestyles, leading to the increasing prevalence of burnout in the workplace, is a very real issue. So continuous well-being is massively important and is always top-of-mind for me. I’m very fortunate to work for an organisation that recognises these challenges, and we make ongoing efforts to provide tools and resources to all our colleagues to take care of their physical and mental health. The philosophy that we have embraced is to embed well-being directly in the daily workflow of our people, making it a foundational value for building a thriving culture. There is much more still to be done, but we are very encouraged to see positive results that are reflected in increased resilience and greater engagement across all our teams. Being part of a Tech company with a human touch is a compelling combination and keeps me motivated.

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

The role of the general counsel and legal decision-maker is growing in importance across the Middle East region. In addition to direct responsibility for legal matters and risk management within the organisation, we are now tasked with taking on a greater business advisory remit by identifying and enabling opportunities for business growth. The modern GC thus needs to be equipped to dig deeper into emerging, non-traditional risks, contribute to investment objectives and shape strategic priorities. This is a fascinating, and welcome development, that demonstrates that senior legal leaders have the trust, acumen and capability to influence across the full spectrum of the business, at all levels, and create impactful change. We cannot all be gladiator lawyers, nor should we be. However, a growth mindset coupled with a willingness to embrace ambiguity and unpredictability certainly helps.

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

We are fortunate to work with and receive excellent support from our external law firms. Value, in terms of costs as well as understanding the context and focus of our business and delivering solutions, accordingly, is critical. There are no one-size fits all approach to the value equation, so I believe that open and consistent communication between the in-house legal team and the external advisor is incredibly important to ensure greater alignment of interests and outcomes. Meaningful efforts regarding diversity and inclusion within law firms is also something that we also strongly factor in when engaging with law firms, and our expectation is that firms “walk the talk” when it comes to this aspect of individual and community development.