Team size: 19  

Major legal advisers: Dentons, CMS, SA Legal  

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?  

Drawing upon the vast experience PDO has gained with continuous improvement, we were able to significantly enhance our legal and ethics and compliance processes without a large expenditure. Embracing Lean methodologies, we incorporated elements like process mapping and waste elimination, driving noticeable efficiencies within our team and providing better value to our clients. By leveraging PDO’s existing expertise in continuous improvement, we were able to accomplish significant shifts in efficiency and at the same time at very low costs. It also helped build the skill set of the team, who are now constantly on the look-out for new CI opportunities.  

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

Navigating my general counsel responsibilities alongside dispute resolution and other pivotal company matters has been a growth journey. Entrusting tasks to my very experienced team so that I can deliver through others has proven indispensable. I generally lean towards a proactive stance and try to pre-emptively address concerns with decisions grounded in risk-based assessments. The idea is to channel our focus to pressing areas. While I am a big advocate of delegation, as a GC, there are moments when ‘rolling up your sleeves’ is essential. Striking this balance is an ongoing effort, in which I am supported by the collective wisdom of my team and colleagues in the business.  

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

I believe that GCs will increasing need to have a seat at the business table, co-owing business decisions, collaboratively helping companies navigate through complex challenges. Especially in our sector, which is dealing with the energy transition, this is crucial. GCs equipped with business intimacy, deep professional expertise, a keen judgment and with an eye for ethical considerations will in my view be most effective in adding value. Equally important will be the commitment to enhance the skills and competencies of our in-house teams, ensuring their readiness and success for the evolving future. 

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?  

Currently, the spotlight is undeniably on ChatGPT — what a game-changer! It has only been around for a few months, yet the opportunities are very evident. Although I will admit that the rapid development of AI can sometimes be a bit intimidating, I don’t foresee ChatGPT replacing lawyers entirely. My team and I discussed that a learner-mindset on how you can use new tools is probably your best defence. I therefore view Chat GPT as a valuable addition to the toolkit of any in-house team, poised to boost efficiencies provided the obvious legal and ethical issues are actively considered.