Team size:  12 

How do you approach managing legal aspects during periods of instability or crises, and how does your legal strategy align with the broader business strategy to ensure the organisation’s resilience?  

Alignment with the strategy and interest of the business is critical.  Good communication and the use of trusted advisers build confidence.  Resilience is a skill that should be practiced – start with small challenges and, over time, build a team that has the cohesion and confidence to adapt to turbulent times. 

What are the main cases or transactions you have been involved in recently?  

Large merger approval hearing at the Competition Tribunal.  Litigation of shareholder dispute.   Forensic fraud investigation and investee company.   Trademark infringement litigation.  Unbundling of an investment in a listed associate company. 

How can general counsel foster a corporate culture that supports ESG principles and compliance across all levels of the organisation?  

We embarked on an ESG strategy by taking the approach that there are no “holy cows”.   We started from square nr 1 and investigated and questioned all existing practices.  Once we structured our practices we devised a reporting structure and then designed management incentives to drive the desired behaviour and results. 

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?  

We discussed it as a team and decided on a code of conduct based on the principle that you treat others as you want the to treat you.   We have regular check ins on team culture and share different views in a safe space. 

How do you manage and motivate your legal team to ensure high performance and professional growth?  

Well defined role definition that gives uses the expertise of every individual but also give them a challenge to succeed at.  Regular feedback on peformance and solid development plans per individual.