Team size: Four 

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?  

I instilled a culture of cross-sharing between the litigation department and the transactional department to ensure that agreements are reviewed in line with latest court precedents in the UAE and therefore are more robust / ring fenced. 

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

I have empowered the Team to act independently whether on disputes (Litigation Department) or M&A (Transactional Department) to cater for day-to-day operations while laying out a list of key terms across all types of agreements that need to be adhered to/complied with. Such a decentralised modus operandi allows me to focus on strategic transactions (whether new hotel acquisitions, divestments, new hotel management agreements, franchise agreements, etc.). 

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

The trend is towards further digitalisation and ESG practices in terms of e-discovery and legal search/research software and document management systems. The GC role is expanding into the business in terms of strategy, growth, vision, risk management, regulatory and compliance aspect. Hence, digitalisation is key to keep up with the fast-paced business landscape. 

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?   

ESG initiatives are being deployed across the organisation. From setting up vertical farms, to promoting of “reduce, reuse and recycle” policies through efficient use of materials and resources, including water, electricity, raw materials, etc., to reducing our carbon footprint by decreasing commuting emissions through organised communal transport, to achieving “green key” certification across all our properties, to implementing paperless policy across ADNH departments and business divisions (including, by means of use of a document management system). Enclosed, a copy of ADNH’s ESG report for the year 2022. 

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?   

Legal research software and document management system (DMS). We have adopted both tools and are currently working on enhancing the features of DMS to simplify and speed-up the internal workflow/approvals process. 

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?  

I have instilled a celebration of diversity and inclusion culture within the Legal Department whereby lawyers and paralegals share their cultural background, work experience and aspirations. Training programs are being constantly deployed whether at a Group level or Legal Department level to boost knowledge, self-confidence, passion for continuous learning, development and excellence. 

Can you discuss a particularly challenging dispute or M&A scenario you encountered and the innovative strategies you implemented to address it?  

The most challenging M&A deal I’ve worked on was back in 2019 when ADNH acquired 5 hotel assets in Downtown Burj Khalifa from Emaar Hospitality Group for a total consideration of AED 2.2B. The aforesaid deal required a team of legal experts in the fields of real estate, construction, hospitality, intellectual property, corporate and M&A. The negotiation of the definitive agreements took place while carrying out an extensive due diligence. Hence, I needed to pick-up quickly any matters of concern and ensure that they are properly addressed/covered in the definitive agreements. I used to have separate meetings with all the legal expert’s part of our external legal counsel’s team to agree the key terms that need to be negotiated and the major risks that need to be mitigated while ensuring that post-acquisition related integration requirements are reflected in the definitive agreements.