Team size: Three

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

The pandemic has accelerated the adoption of new technology across all industries, including legal, whereas we were previously slow to embrace it.  

As an organisation of US origin, our practices and policies have a strong U.S. influence, which does not always reflect the local markets. Fortunately, my region has embraced and improved upon technology. One key responsibility of an in-house general counsel (GC) is to optimise the legal team’s efficiency, enabling them to focus on vital tasks for the organisation while ensuring that routine and lower-value tasks receive proper attention. I strongly believe that the increasing reliance on digitalisation, driven by Industry 4.0 and Artificial Intelligence (AI), will reduce the need for physical paperwork in the years ahead. This shift will allow future generations to focus more on their scope of expertise. Additionally, Contract Law is evolving with the emergence of Smart Contracts. The dominance of e-commerce is reshaping how we shop, demanding GCs to adapt to the digital landscape and create contracts that cater to this new environment.

At Eaton, we have implemented technologies such as Brightlayer to benefit our global customers. This innovation has reduced man-hours and empowered customers with real-time data security. I believe this concept will soon become integral in the legal landscape, allowing GCs to capture up-to-the-minute data that can serve as hard evidence in legal cases and contract negotiations.

An aspect that in-house teams must bear in mind when introducing digitalisation to their framework is data security. This should take precedence, as it could pose major litigation risks for the business. With tightening Data Protection legislation, information security is being viewed with more importantly, and to effectively manage risk, companies must invest in the best cybersecurity protection.

Whether we like it or not, digitalisation is here to stay, and it is imperative we embrace this new technological era while still safeguarding the fundamental principles of our practice.

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

Eaton is a consistently recognised as a leading ethical business, and a strong commitment to ethics and compliance is deeply ingrained within our culture and DNA. Upholding these values daily, both for myself and my team, is of the utmost importance. While we can discuss the values we uphold, the contracts we manage, and the cases we handle – all within our remit as GC – I am most proud of the guardianship I offer to over 500 Eaton members whom I train and coach.

As an organisation, valued at over US$17bn, Eaton has completed numerous regional and international acquisitions. This means we often have individuals transitioning over from the acquired companies, bringing with them distinct coaching, values, and ethics. As the sole counsel in the Middle East and Africa, I am responsible for sharing my knowledge and increasing legal awareness across various business units, through customised training sessions for non-legal staff on ethics, compliance, and contractors.

The legal sessions and online training programs I have developed with teams worldwide are instrumental in creating legal champions throughout the Middle East. These comprehensive online courses cover crucial topics such as Global Anti-Corruption (Bribery and Public Officials), Critical Contract Clauses, and Trade Law (Sanctions/Facilitations). I want every Eaton team member to be knowledge of the entire legal framework within which our company operates, ensuring that they are well-prepared for any circumstances they encounter.

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

Our role requires expertise and knowledge in all areas of law, especially in a dynamic market like the Middle East. The external counsel supporting us should prioritise crucial legal matters and deliver sector-specific updates to align with our regional priorities. External counsel should focus on developing client relationships by becoming trusted, business-savvy advisors. Understanding clients’ operations, addressing their needs, and offering added value will boost individual significance and the organisation’s credentials.

Individuals must have an aptitude of calculated risk-taking, and have a nous for being independent decisionmakers, commercially oriented, and skilled at maintaining global connectivity, particularly with key partners. Another element that I would like to see improve is law firms developing a good relationship with management. In-house counsel already serves as trusted, commercially focused legal advisors, a role law firms aspire to. I recommend that external counsel familiarise themselves with the clients’ business needs and find ways to provide value.