With a career rooted in litigation and dispute resolution, I’ve always been driven by the challenge of solving problems and aligning legal strategy with business objectives. My experience spans industries like aviation, mobility, and healthcare, where I’ve honed the ability to navigate complex regulations while focusing on practical, solutions-driven approaches. For me, legal counsel is not just about compliance, but about enabling businesses to thrive with confidence, offering strategic guidance and support during crises, and mentoring the next generation of legal leaders.
1. What inspired you to specialize in litigation and dispute resolution?
It was never about just winning cases- it was about solving problems. Early in my career, I realized that litigation is not just about courtrooms and arguments; it’s about understanding risk, strategy, and human behaviour. I have always enjoyed the challenge of cutting through complexity, bringing clarity, and ensuring businesses can operate with confidence while staying legally secure.
What shaped me the most, though, was the hands-on experience- whether it was working closely with frontline teams, engaging directly with customers, or navigating tough negotiations. The real impact of legal strategy is felt on the ground, and I have always believed that the best lawyers don’t just advise from a distance; they immerse themselves in the realities of the business. Working across industries like mobility, aviation, and now healthcare has reinforced that every case has a story, and the best legal strategy is often the one that prevents a dispute from escalating in the first place.
2. How do you adapt your legal strategy across industries like healthcare, aviation, and mobility?
Every industry has its own regulatory landscape, but at the core, legal strategy is about aligning with business objectives while mitigating risks. In aviation, it was about compliance with stringent safety and operational regulations. In mobility, it was about navigating evolving policy frameworks and customer-related disputes. Now, in healthcare, patient rights, medical ethics, and regulatory approvals play a crucial role.
The common thread is understanding what drives the business, anticipating potential pitfalls, and ensuring the legal function is a facilitator, not a roadblock. Legal teams often face scepticism- we are often viewed as the department that says “no!” My approach has always been to change that perception by focusing on solutions. Instead of shutting down ideas, I work with teams to find legally sound pathways that still achieve business goals. A good legal strategy isn’t just about pointing out what cannot be done; it’s about finding ways to make things happen while protecting the company from unnecessary risk.
3. How do you ensure legal teams stay aligned with the overall business strategy?
Legal should not operate in a silo. I make it a point to interact with different teams be it operations, finance, or HR to understand their challenges and long-term goals. The legal function should act as a business enabler, not just a risk mitigator. I encourage my team to focus on solutions, not just compliance, and ensure that legal strategies are practical, commercially viable, and aligned with business objectives.
A good legal team is not just about policies and contracts; it’s about shaping a company’s decision-making process in real time. This requires deep industry understanding, proactive risk management, and a willingness to collaborate across functions. The most effective legal professionals don’t just identify problems they help solve them. By fostering open communication and aligning legal goals with business priorities, legal teams can drive sustainable growth, support innovation, and reinforce a company’s resilience in an ever-evolving regulatory landscape.
4. What is the role of legal counsel in a company’s crisis management plan?
In a crisis, legal needs to be both the strategist and the firefighter. Whether it’s a regulatory issue, litigation risk, or a PR crisis, legal counsel plays a key role in damage control, risk assessment, and ensuring swift, well-communicated responses. I have dealt with crises across industries from regulatory investigations to public controversies and the key takeaway is always the same: preparation matters. You cannot predict every crisis, but you can ensure your organization is equipped to handle them with clear protocols, decisive action, and transparent communication.
A strong crisis response starts with proactive risk identification and scenario planning. Legal teams must work closely with leadership, communications, and compliance teams to establish response frameworks before issues arise. Having a well-trained crisis team, defined escalation processes, and real-time legal guidance can make all the difference. In high-pressure situations, the ability to act quickly while maintaining credibility and legal integrity is what protects the company’s long-term reputation.
5. What advice would you give to young legal professionals aiming for leadership roles?
Master the law, but don’t stop there. Leadership is about understanding the business, building relationships, and communicating effectively. The best legal professionals are not just advisors; they’re problem solvers and connectors.
In the corporate world, too many people avoid responsibility, play politics, and wash their hands off problems. I have seen it first-hand. My philosophy? Be better, be more. If someone comes to you for help, don’t brush them off- point them in the right direction, stay invested, and build a reputation as someone who gets things done. Plenty will disagree and say, “Stick to your lane.” But that’s not leadership. You stay relevant by being the one people turn to in a crisis, the one who doesn’t just say no but helps find a way forward. That’s how you grow, and that’s how you lead.
