Team size: Two

What are the most significant cases or transactions that your legal team has recently been involved in?

In 2021, we continued to work in forming private partnerships to help bridge the gap between patients and healthcare professionals – this comprised mainly of innovative digital solutions with digital healthcare providers. Also, in line with the digital initiatives, we worked on aligning our existing engagements with distributors and our trade channels to address online pharmacy solutions and how we could adapt our operational models in creating a more efficient supply chain.

Did the pandemic lead to a lasting increase in the interaction your legal team has with the strategic plans of the company?

Working remote was a gamechanger; suddenly, you didn’t need to physically be in the same room with each other to gather, discuss and exchange ideas. The pandemic permanently changed the way we do business.

As we enter the next decade, what skills will a corporate legal team need to succeed in the modern in-house industry?

Being effective in-house counsel requires a strong sense of business partnership. In-house counsel are so much more than merely company lawyers – we are required to sit in the board room with the management team and help shape policy and define strategy, guiding a risk assessment and creating mitigation plans to eliminate and minimise potential risks. There has to be a clear understanding of the business and a strong rapport and alignment with the senior management. There is no place for silo mentality if you want to be an effective in-house legal counsel.

How do you suggest in-house lawyers build strong relationships with business partners?

Regular engagement with the business leaders, both formal and informal, are important. If you don’t have a seat in the boardroom, invite yourself to the meetings. If you initially are not welcome, try to get to know the commercial heads – have coffee, chat about their initiatives and offer feedback and support. Join fellowships and strategy meetings with their middle managers. Show up at their fellowship dinners! Sooner or later, they will begin to see you can bring value and will look for you in strategic meetings.