Team size: 16 

Could you share an example of a time when you came up with an innovation that improved how your legal team works and did not come at a large expense?  

Amidst the dynamic challenges of governance in emerging markets, I seized an opportunity to redefine our legal team’s approach, instilling an innovation that illuminated our path without imposing costs. In a landscape where uncertainty and expansion often collide, I recognised the need for a transformative solution able to streamline the stability of our region. 

Our answer was the creation of the ‘Pathfinder Manual,’ a beacon of clarity and unity. This corporate manual is released in hard copy once per year and is constantly kept updated on a shared on-line platform. It is not just a guide – it is a symphony of purpose, weaving our legal presence across emerging markets. Officers’ roles are demystified, fostering understanding and awareness, while key corporate tasks are harmonised among functions. The manual is designed to outline our legal presence across the emerging markets, streamline awareness and understanding of the different duties and liabilities of officers fulfilling statutory roles across the region, and describe the key corporate tasks to be delivered by different functions (including finance, tax, HR and legal). The manual provides also summary of the filing obligations to be carried out annually by our major legal entities in the region, and the business models and key policies in terms of corporate governance across the region. 

The manual is not limited to directives; it is a declaration of our values. Compliance duties are made explicit, and our business models and governance policies take centre stage. Through this, we embrace efficiency without sacrificing integrity. 

The manual is not solely about enhancing our legal team; it is a testament to the power of simplification. It showcases our capacity to adapt and inspire in the face of complexity. 

How do you balance your responsibilities as a general counsel with your involvement in dispute resolution and M&A matters? 

In the difficult role of being a general counsel, harmonising my roles in dispute resolution and M&A matters is an art that I have been developing through a symphony of trust, mentorship, and strategic perspective. 

As I navigate between the granular and panoramic, I embrace a dynamic approach. My compass is trust, as I entrust our talented team members to lead key projects. My role is to serve as a guide, nurturing their growth by empowering them to tackle challenges head-on, and to stand as a shield against the pressures of senior management, allowing them to grow without constraint. 

This orchestration finds its crescendo in litigations. I shape an environment where our team members are free to forge their path, make calculated missteps, and learn from them—ultimately forging sharper expertise. From selecting external counsel to shaping the litigation strategy, I lend guidance while giving room for autonomy. This rhythm of zooming in and out is the real art of being a general counsel. It does not just steer the company—it shapes the individuals. It is this art that transforms the general counsel’s role beyond a mere title. It is the essence of my impact on the company’s success and the growth of its people. 

Can you foresee any key developments to the way general counsel work over the next five years?  

The trajectory of general counsel roles is poised for a significant evolution in the coming five years, with artificial intelligence (AI) being the absolute protagonist. AI’s integration will likely reshape how legal professionals operate, optimising processes like information retrieval, contract analysis, and predictive legal insights. This shift requires a symbiotic relationship between legal expertise and AI fluency, transforming our roles into strategists who leverage AI for informed decisions.  

While AI’s benefits are fascinating, they prompt several new challenges. The first one is the need to reevaluate how we develop junior talents. The possibility of immediate answers via AI legal apps could potentially hinder the development of critical reasoning skills. Hence, mentorship and experiential learning via hands-on experience become even more critical.  

In navigating these changes, the general counsel’s role becomes twofold: harnessing AI’s potential and cultivating uniquely human proficiencies. Our future lies in seamless synergy, where AI amplifies our capabilities while requiring the general counsel to continue leveraging the power of nuanced human insight. This journey will shape not only how we operate within the legal landscape but also how we develop the next generation of legal minds. 

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?  

Fostering diversity and inclusion within my role spanning Africa, the Middle East, Russia CIS, Turkey, Israel, and Italy is a pivotal cornerstone of my journey.  

From gender to cultural diversity, our ethos of inclusiveness transcends mere rhetoric—it is ingrained in our day by day. 

The rich variety of backgrounds represented in our team is a testament to our commitment. 

Our journey encompasses multifaceted strategies. Johnson and Johnson has been at the forefront of promoting and embracing diversity. We champion mentorship programs that empower emerging talents from diverse backgrounds. We foster open dialogues through forums that celebrate uniqueness, bridging gaps and fostering mutual understanding. We have two particularly active groups: the first one champions women’s leadership, with a rich program of workshops and initiatives carried out throughout the year and led by regional chapters, that ensure to a closer align to the local needs. A second key area of focus is inclusivity in the workplace, with different initiatives championed to surface unconscious bias and promote behaviours able to drive inclusivity 

In recruitment, our lens is particularly wide, in our legal group we are not authorised to submit candidates to the final interview in the absence of a diverse slate.