The Push into Complex Markets

One of the most telling signs of this new era is the return of investment interest in previously off-limits markets. Iraq, long considered too volatile for foreign direct investment, is now attracting serious attention, especially from industries such as hospitality, medical devices and pharmaceuticals. But as companies move into these high-risk and high-reward jurisdictions, the demand for legal oversight rises sharply.

Russia is another example. With selected global firms and investors cautiously re-entering the market under limited exemptions or parallel structures, the need for sophisticated legal guidance has surged. The political sensitivities, exposure to sanctions and regulatory uncertainty make this one of the most difficult environments to manage. GCs must balance commercial opportunities with legal and reputational risks, often under considerable pressure and with little room for error.

Legal Landscape in Flux

Adding to the operational challenges is the fast-changing legal ecosystem across the region. Artificial intelligence is reshaping everything from contract management to compliance monitoring, while data privacy laws continue to evolve and diverge. GCs are expected not just to respond but to lead these changes, guiding their organisations to stay ahead of regulatory developments and technological trends.

This leadership role requires GCs to adopt new technologies, build digital literacy and drive transformation, often without the support of large in-house legal or operations teams.

Rethinking External Counsel

With fewer internal resources, external legal support is becoming increasingly important. While global law firms were once the preferred choice for complex work, regional firms are gaining ground by offering more relevant local insight, practical advice and a deeper understanding of jurisdiction-specific nuances.

It has been observed that some large international firms may be taking a one size fits all approach, offering advice that lacks the precision or adaptability needed for regional markets. In contrast, local and regional firms are proving their worth by combining technical expertise with cultural understanding, and by aligning more closely with the pace and realities of doing business in the Middle East.

A Broader and Busier Remit

Within organisations, the GC’s responsibilities continue to expand. Legal leaders are now involved in a wide range of internal matters including HR grievances, bonus disputes and the increasingly complex issues around hybrid working arrangements. This expanding scope adds to the already significant pressures facing in-house legal teams.

At the same time, the geographical scope of the role is widening. For many organisations, the definition of the Middle East now includes India and North Africa, broadening the territory without necessarily increasing team size or budgets. GCs must manage this growing footprint while maintaining consistency, compliance and strategic alignment across diverse legal systems.

The Real Constraint: Finding Time

Among all the challenges GCs face in 2025, perhaps the most significant is the simplest: time. With competing demands pulling in every direction; board expectations, commercial priorities, regulatory updates, HR issues, contract negotiations, and technology adoption—finding enough time to do any one task properly is becoming increasingly difficult.

Many GCs report spending their days in back-to-back meetings, constantly switching between reactive problem-solving and strategic decision-making, leaving little space for proactive planning or focused legal thinking. In practice, this time crunch is often the biggest bottleneck to adding value. Even the best GC strategies and intentions can be undermined if there simply are not enough hours in the day.

Effectively managing time through delegation, smart use of technology, or carving out protected thinking space has become a critical skill in its own right. Without it, the risk is not just burnout, but missed opportunities and compounding legal exposure.

Government Projects and Strategic Influence

In key jurisdictions such as the United Arab Emirates, particularly Abu Dhabi, government-linked projects remain central to many companies' operations. These often require complex legal structuring, regulatory engagement and a nuanced understanding of public sector expectations. GCs are no longer just supporting these initiatives, they are helping to shape them from the outset.

The Role of the Legal Community

While GCs face increasing demands with limited resources, one of the unique strengths of the UAE is the supportive legal community. There is a real sense of collaboration and peer exchange. Through more intimate gatherings hosted in Dubai, a consistent theme has emerged: legal leaders find real value in spaces where they can openly share experiences, exchange insights across industries and support one another through the region’s evolving legal landscape.

This sense of community is not just a comfort, it is a strategic asset in helping GCs meet today’s demands.

Conclusion: Leadership in Lean Times

The general counsel of 2025 in the Middle East is no longer just a legal adviser. They are a strategist, innovator and cross-border problem solver. They are expected to provide clarity in complex markets, manage risk across a growing geography and lead transformational change, all while operating with leaner teams, tighter budgets and not enough hours in the day.

Success will depend on the ability to prioritise effectively, embrace new technologies, build strong relationships with the right external partners and stay connected to a vibrant and supportive legal community. For those who can rise to the occasion, this period offers not only significant challenges but also the opportunity to redefine the role of the GC for a new era of growth in the region.

Interested in learning more? Talk to our Head of In-house Legal in The Middle East & APAC, Pooja Mahbubani, today!