Team size: Eight   

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?

Over the past year, I have built the legal team from just two members up to eight members, who are diverse and highly competent. The new team now includes specialised resources allocated to different teams and a greater degree of specialisation within the team. However, the team continues to operate as one unit, and I continue to bear ultimate responsibility. I have established a shared inbox for the legal team, a database of team-wide reports, a contract lifecycle management (CLM) system, and most importantly, a weekly team meeting in order to foster cohesive collaboration and maintain effective communication within a new team.

This created a system that was based on available resources and did not cost the company any new subscriptions. While ensuring that each lawyer has the independence and flexibility to fulfil his or her individual responsibilities, the system allows for a shared visibility. This facilitates team collaboration, provides a sense of collective output, and enables team members to seamlessly replace each other during periods of heavy workload or travel. Furthermore, since Agthia Group employs approximately 12,000 individuals, a shared legal inbox makes the legal department accessible to members of the organisation who are not familiar with individual lawyers and provides the team with a central portal and shared accountability.

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

Agthia has been very active in mergers and acquisitions, and our development through inorganic acquisitions has been exceptional. In M&A transactions, high-level strategic decisions, extensive document review and negotiations are required. It is hard to juggle all of this with the daily duties of running a publicly traded company.

I have found that the right balance can be achieved by carefully selecting external counsel and developing a strong relationship with them. This means that I can devote my focus and attention to aligning the M&A with the strategy and objectives of the organisation while a dependable external advisor works on the mechanics. Furthermore, I recently appointed a dedicated M&A consultant, so Agthia now has a full-time in-house M&A resource with significant experience in the region. Likewise, we have legal counsel dedicated to dispute resolution, and the group has invested in a digital case management system to help expedite and streamline dispute resolution across multiple jurisdictions and entities.

In conclusion, the ideal balance is achieved by establishing strong relationships with external counsel, training dedicated in-house counsel, and leveraging technology to save time and increase visibility into progress across the board.

What measures has your company taken to embed sustainability practices into its core business operations, and how does the role of the general counsel contribute to driving and ensuring sustainable practices within the company?

Agthia has a strong and inclusive sustainability strategy at the core of its five-year plan (until 2025). As general counsel, I have spearheaded a multi-tiered approach to embed sustainability: a) in policymaking, b) by raising awareness and ensuring compliance, c) leading the legal team, and d) supporting and guiding Agthia’s joint ventures and contracts. Sustainability is now a fundamental part of Agthia’s business strategy, with a focus on industrial strategies, waste reduction, well-being, and responsible procurement. We continue to establish new relationships. As general counsel, I regularly conduct awareness sessions to educate the organisation, specifically the commercial teams, on risk mitigation, common mistakes, and policy adherence. These efforts also promote safety, well-being, and continuous learning within the organisation, while enhancing awareness of Agthia’s sustainability goals.

As the group’s legal team supervisor, I highly value my role. I have assembled a diverse team, comprising of three women out of eight members and five different nationalities, including two Emirati attorneys. During the hiring process, I prioritised diversity and created a supportive environment for working mothers on the team. I am dedicated to the growth of my team members, empowering them to make decisions and fostering a positive workplace that acknowledges their efforts. Furthermore, I allocate a budget for structured training courses for Agthia employees through LinkedIn Training and Coursera subscriptions.

What emerging technologies do you see as having the most significant impact on the legal profession in the near future, and how do you stay updated on these developments?

I think AI-enabled tools will bring the most disruptive change to the legal industry, especially in document review. As AI technology advances, we will likely see tools that can identify hazards and suggest redlining drafts, revolutionising the way legal teams work.  

As these tools continue to evolve, staying informed and educated about their developments is crucial for legal teams, impacting our work output, expectations, and pace. Lawyers must also enhance their skills to maximise tool utilisation and stay indispensable to businesses. I closely follow AI-enabled tool news and developments, recently presenting at Lex and conducting team-wide discussions to improve our performance and technology adoption.

I firmly believe that legal technology is not meant to replace counsel but to enhance their service to organisations. With this in mind, my team and I launched the “Digital Legal Department” initiative to explore technology’s potential and identify the best products on the market. As legal tech evolves rapidly, we are committed to staying abreast. At Agthia, we are fortunate to have excellent resources and an experienced Digital Transformation team. We are also closely collaborating with Microsoft’s Digital Team to customise Microsoft solutions to our needs.