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? 

While the construction industry faces challenges to technology adoption, we are well-positioned to accelerate the pace of innovation. There is a need for collaborative technologies, in which everyone involved in a matter has access to the same information at the same time. We have implemented several innovative solutions that have improved the legal team’s work without coming at a large expense. For example, we have streamlined workflows using technology and we have also adopted new software that help the legal team collaborate more effectively and share information more easily within the department and the broad organisation. By doing so, we have been able to work more efficiently and effectively while also reducing costs. In addition, we have used design thinking methods in our processes which has served us to gain deep insights into our internal clients’ needs, produce out-of-the-box ideas, and create impactful solutions that drive immediate results.  

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

Balancing responsibilities with involvement in dispute resolution and M&A matters is crucial. One way to achieve this is by delegating tasks to other team members who can handle them. This will allow the GC to focus on core responsibilities while ensuring that other important matters are being taken care of. Another way to balance these responsibilities is by setting clear priorities and goals. This will enable the GC to stay focused on what is most important and avoid getting sidetracked by other issues that may arise. Effective communication with your team members and upper management is also essential. This will ensure that everyone is aligned and working towards the same goals. Finally, staying up to date with the latest industry updates and best practices will enable us to make informed decisions and let us stay ahead of the competition. 

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

The role of general counsel has been evolving over the years. As we look ahead to the next five years, we can expect to see a few key developments that will shape the role of general counsel. These include an increased focus on risk management and compliance, superior involvement in business strategy and decision-making, greater use of technology to improve efficiency and reduce costs, increased collaboration with other departments within the organisation, as well as developed emphasis on diversity and inclusion.  

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? 

Diversity and inclusion are core values that we take very seriously within the legal department. We believe that a diverse and inclusive work environment is essential for fostering creativity, innovation, and collaboration. To prioritise diversity and inclusion within the legal department, we have implemented several initiatives. These include recruiting from diverse talent pools to ensure that we are attracting candidates from a wide range of backgrounds, providing training and development opportunities to help our lawyers build their skills and advance their careers, encouraging open communication and feedback to ensure that everyone’s voice is heard, and conducting regular assessments to identify areas for improvement. By prioritising diversity and inclusion within our legal department, we believe we are creating a more inclusive and equitable work environment, where everyone can thrive for the benefit of themselves and the organisation.