What are the most significant cases or transactions that you have been involved in over the past year?

One of our most significant achievements has been securing a prestigious five-year mandate from a leading global bank to deliver a comprehensive suite of services, including Integrated Facilities Management (IFM), Project & Development Services (PDS), and Space Planning & Occupancy (SPO) Management across 8 million square feet in 21 countries within Asia, as well as Asset Management (Integrated Portfolio Management or IPM) across 11 million square feet in 59 countries globally. This landmark engagement not only amplifies Cushman & Wakefield’s operational scale in Asia Pacific but also solidifies our standing within the real estate industry. The seamless transition of services from the incumbent to Cushman & Wakefield was expertly supported by our dedicated legal team in Asia Pacific, in close collaboration with our global legal counterparts. The legal team’s strategic guidance was instrumental in advising our regional and country teams, ensuring the successful implementation of the global Master Services Agreement at a local level and the smooth onboarding of the bank. This achievement underscores the team’s commitment to excellence and our ability to deliver comprehensive legal advice across a multitude of jurisdictions within the region.

Are the effects of AI on the legal world overplayed, or underplayed?

Both, depending in which context it is used. On the one hand, AI’s ability to replace human lawyers is often exaggerated. If we apply it to the legal function at Cushman & Wakefield, while AI can be strategically used to automate tasks such as contract review and contract management and can equally help manage our compliance by monitoring regulatory changes across jurisdictions, when it comes to real estate transactions involving complex legal negotiations and bespoke agreements, it lacks the multi-faceted understanding and critical, abstract thinking that a human lawyer can provide. Human oversight will always remain essential to ensure the accuracy, accountability, and relevance of legal advice provided by AI. On the other hand, AI’s potential to enhance legal practice is currently underestimated and underutilised. AI can significantly increase efficiency in terms of contract review, management and compliance holding the potential to reduce costs within legal teams. In real estate, AI tools can analyse vast data sets to identify trends, predict market movements, and assess risks, equipping lawyers with the intel required to provide informed, calculated and more commercially considered legal advice. AI’s impact on the legal profession is undoubtedly significant, but in my view, the key to leveraging AI in an in-house legal environment is strategic integration. AI should complement, not replace, human expertise and if used in the right way, can enhance our legal capabilities and better support our company’s objectives, whilst ensuring we maintain the essential human elements of judgment, ethics, and empathy in the delivery of our legal advice.

What is a cause, business-related or otherwise, that you are passionate about, and why?

I am an advocate for fertility and pregnancy loss support in the workplace. This cause is close to my heart because it addresses a critical yet often overlooked aspect of employee well-being. In a recent report, the World Health Organisation highlighted that around 17.5% of the adult population – roughly one in six worldwide – experience infertility, and according to the March of Dimes, 10-20% of known pregnancies end in miscarriage (this is higher if you include stillbirth), so in a company like Cushman & Wakefield with approximately 52,000 employees, there is an extremely high probability of our people being affected by one or both of these issues. This is why it is so important to have appropriate fertility and family-forming support platforms and benefits in place at work. Fertility challenges and pregnancy loss can have profound emotional and physical impacts on individuals, affecting their performance and mental health. At Cushman & Wakefield, I believe in fostering an inclusive and supportive environment where employees feel comfortable discussing these sensitive issues without fear of stigma or discrimination. Implementing comprehensive support systems, such as flexible leave policies, access to counselling services, and creating awareness programs, can make a significant difference. If we actively and openly support employees through such personal hardships, it will not only enhance their well-being but also strengthen their loyalty and engagement with the company, which in turn fosters a more resilient, committed and compassionate workplace culture.