Team size: 100, located in 45 countries

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?

In the past, we would distribute physical documents for signatures when it came to Power of Attorneys (PoA). This process included sending out the PoA itself as well as a Restriction Admonition (RA) form for each PoA holder. However, we have recently launched a project that streamlines this process. Now, instead of sending out the RA form for each PoA individually, we distribute it once annually to each individual. Additionally, we have transitioned to digital signatures for both the PoA and the RA forms. This innovation saves time and effort for our team and our clients.

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

I collaborate closely with our Global Dispute and Litigation department and involve them at an early stage whenever we anticipate a potential dispute. This proactive approach allows us both to prepare for disputes in advance and, equally importantly, helps us prevent unnecessary disputes from arising.

Similarly, in the realm of M&A, I work in together with our Global M&A team. This collaboration ensures efficiency and enables us to effectively balance our time and resources while pursuing M&A opportunities.

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

I foresee four key developments to the way general counsel work over the next five year. The first is the ability to ‘think around the corner.’ Just like Moore’s law on transistors, the need for prompt advice is increasing every year. GCs must remain accessible and available so that they may provide counsel to their senior management as soon as it is required. Being able to ‘think around the corner’ and proactively prepare will give GCs a competitive advantage.

I foresee that geopolitics will be a considerable driving behaviour. Within our sector, the geopolitical environment is becoming increasingly important – it is something GCs will have to handle in their day-to-day.

It is also important to understand that the remote working model is here to stay. GCs will have to further develop their management skills with the growth of virtual teams, being able to make the team efficient but also being able to address individual within the team when required.  

Finally, building on the ‘management’ point, the younger generation of workforce will force the current GCs to adapt their leadership style. There will be a growing need for empathy and employee care – especially with the remote working model.