Can you please give us an idea of the sort of work your team has done recently?

Current legislations regarding control or monitoring were newly introduced with the intention of protecting people from a pandemic. In the first wave our legal team’s objective was trying to assist operations in the retail and wholesale business. I would easily say the first 12 months were extremely hard to keep up with all the legislation.

We also recorded fifty percent staff turnover during the pandemic therefore new member onboarding while remote working is one of the hurdles we face. Though the dialogue and communication among members gradually help newcomers to feel a part of the team.

How do you feel the pandemic has changed the world of work for in-house counsel and the function of the general counsel?

In-house work surely became more flexible when it came to control over all legal areas. Before Covid we were having physical meetings, and now we still have meetings online but with a leaner agenda, simpler questions, and easier processes.

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

Business partners are key to achieving successful in-house legal management. Knowing them is essential, and if they share the same values as you, then the work to build a relationship is almost done. My key tip is to describe the desired outcome in a detailed way to avoid any errors due to assumptions.