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? 

SEHA is a government health system with nine hospitals, 40 + clinics, and almost all types of medical services to support the society of the UAE.  

This meant adapting to ever-changing regulatory requirements and firefighting issues coming from the management. Collaborating with a third party, I implemented a regulatory intelligence system (RIS) that significantly improved our legal team’s efficiency without incurring substantial expenses.  

Adapting to AI-based reg tech solutions was the way to address the needs of the medico-legal business.  

Impact and outcomes:(a) Reduced Turnaround Time on Legal Advice: Reduced our firefighting time by nearly 40%; (b) Increased Interaction with Regulators: Planned activities, such as seeking guidance from regulators and reducing reactive firefighting; (c) Enhanced Compliance Monitoring: Alert-based system also allowed us to transfer work between the team smoothly; (d) Practices have exposed us to international know-how to address situations leveraging international practices. 

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

M&A and high-profile disputes are collaborative endeavours that require a thorough understanding of management’s risk appetite. To ensure efficiency, I closely collaborate with external counsel, strategising and identifying key points for pursuit. Effective delegation within my team empowers them to handle routine matters while keeping me informed of critical developments during M&A and dispute resolution processes.  

Onboarding external counsel is crucial, but it’s equally important to understand their strengths and align them with the specific acquisition or dispute resolution type. Their skill set and regional relationships complement my business knowledge, a powerful combination in challenging situations.  

To be aligned with the acquisition’s vision, a holistic awareness of issues and management’s buy-in on changes/updates is essential.  

The strategy remains consistent in litigation, but external law firms should be well informed with key business information to manage the dispute effectively. In cases of arbitration, collaboration with internal subject matter experts and external counsel proves vital in handling high-stakes disputes. 

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

(a) Generation Z Lawyers: I see a knowledge gap between traditional lawyers and lawyers with a tech background increasing due to the revolution in disruptive technology such as AI, machine learning and more, which will change the dynamics of legal research, smart contracts analysis, and blockchain compliance management. This means that attorneys need to understand new technology, and this might create a distinguished approach between the two sets of lawyers where the party seeking a legal remedy may suffer, and so might the business.  

(b) Omit Traditional Approaches. The adaptability of team dynamics, such as remote work and virtual collaboration, will become more entrenched and need adapting.  

(c) Shifting Specialisations. An issue which requires specialised attention, such as the ability to manage data privacy and cybersecurity  

legal concerns will become a common problem that a legal advisor would need advice on as a part of his repertoire.  

(d) ESG.The rising emphasis on sustainability and environmental concerns will require general counsel to play a more significant role in guiding their organisations toward responsible and ethical practices.