Team size: around 60-65 globally 

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? 

The usual challenge lies between finding the right balance within the team and deciding between external and internal resources. We need to regularly reassess this balance, particularly during times of instability, and be more open to seeking expertise externally for non-specific matters. 

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? 

The ongoing trend is the rise of artificial intelligence, particularly generative AI, which allows machines to assist with legal tasks. While AI serves as a repository tool and supports queries, I have yet to find a solution in the market that fully aligns with our ideal use of AI in legal services. It is still an evolving global exercise. 

Can you discuss a particularly challenging dispute or M&A scenario you encountered and the innovative strategies you implemented to address it? 

The current geopolitical landscape presents both opportunities and challenges in M&A. Some regulatory approval has been slower than expected, requiring us to be faster in filing and creative and patient in addressing these challenges.