From Sydney to Shanghai and back
Brett Rose • 9 May 2018
This article was originally published in the Global Recruiter magazine.
After first emigrating to Sydney from the UK in 2005 and having spent close to 10 years in the recruitment world there, I decided to pack my bags and move to Shanghai at the end of 2014. The opportunity to run a large multi-discipline office in one of the largest, most crazy and charismatic cities in the world was just too exciting to pass up.
Shanghai, with its population of close to 28 million is a city of contrasts. At one end, you can experience the beauty and wonder of Chinese life on a daily basis. Wet markets, street food, a lot of near-misses with rickshaws and mopeds when crossing the road and some of the most beautiful art deco architecture in the world. At the other end, a city so modern that a new metro station pops up every six months, sprawling motorways, spectacular sky scrapers, a booming economy and a seemingly never ending supply of amazing international restaurants and bars.
Culture shock
How does this manifest itself in the recruitment industry? Firstly, the culture shock and language barrier presents enormous – but not insurmountable – issues. The Chinese are an incredibly proud race of people and rightly so. What their country has achieved from an economic perspective in the last 20 years is nothing short of miraculous. Avoiding the minefield of commentary on their political structures, one simply has to marvel at the pace of change and the undeniable fact they’ve taken over half a billion people out of abject poverty in that time as well.
One of the striking differences for me was the way the Chinese assess or judge individuals – it’s entirely predicated on patience and a long-term view. There are few snap judgements in China which means it can take a long time to build trust and gain traction in the market. To get dialogue with a business or an individual can take a very, very long time.
Additionally, the sheer scale of demand for professionals in China means one must be extremely disciplined when it comes to targeting. The approach from international corporates is to use an inordinate number of agencies at any one time. This approach is paradoxical in nature to Chinese culture, in particular, ‘guanxi’ (loosely translated as ‘connections’) which ultimately makes it impossible to service a myriad of clients in a professional and meaningful way. Combine this with their rapidly growing economy (admittedly not at the 14 per cent GDP of yesteryear, but still a healthy six per cent) it’s vital to focus on the generation of high quality candidates in fairly narrow discipline bands, rather than spread. Interestingly, this is analogous to the approach successful recruiters have used in Australia.
One could easily be seduced by organisations’ talent strategies of hiring 100s of new staff in any given year, but without the access to candidates it largely becomes a meaningless carrot at the end of a very long stick.
The demand for talent means that recruitment practices are very much transactional in nature. The loyalty from the client and the candidate is possessed of a small timeframe, if one is ‘lucky’ with spot business development or a speculative resume that can generate quick returns.
The type of roles which exist in Shanghai cover the full spectrum of career opportunities. In the case of finance, which is where my specialist knowledge lies, transactional roles at the most junior level exist in huge numbers and the seniority wave brakes all the way to the shore of the most senior and commercial level CFOs.
The journey back
When moving back to Sydney a few months ago, after spending three years in China, I held a huge element of personal and professional trepidation. This mainly centred around being out of the market for a period of time and moving companies:
- Would my old candidates and clients still want to work with me?
- How strong were my relationships?
- How would I fair returning to a recruitment market so incredibly different to the one I was leaving?
Of course, some of these questions can’t be answered in the short-term, but my initial two months back in Australia have immediately reminded me that whilst the market in China is a transactional beast, Down Under is based on fostering long term, meaningful and deep relationships.
There’s a big similarity between Chinese and Australian recruitment firms, in that they’re cautious of the type and number of companies to partner with and have a fundamental need to put the candidate first.
Sourcing the best quality candidates as quickly as possible (often before your key clients have requirements) is a vital component to generating success in Australia. How one treats a candidate in a relatively small market, whether you help them secure a role or not, is inherently related to an individual’s professional reputation and long-term success in the recruitment field. There’s very little ‘smash and grab’ recruitment available in Australia any more.
Yet in contrast to China, Australians do love a chat, love a coffee (some even love a beer or two!) and will happily meet with new connections relatively quickly. Moving this dialogue from an informal catch-up to being able to do business can take some time because in the most part, people will remain loyal to those they know and with whom they’ve had a positive experience with in the past.
The upshot is that, like China (but for different reasons), it can be hard to get traction in the Australian market. But given time, commitment and of course successful delivery of solutions, an individual can absolutely build meaningful and fruitful relationships with a depth of loyalty.
Also, the types of role being recruited are more defined in nature than those which existed in China. The mass migration of Shared Service Functions from Australian shores to South East Asia and further afield from 2009 onwards has meant there’s a limited supply of transactional roles to recruit – this is especially true within finance. This is unlikely to change at any point soon and with the continued adoption of automation and AI, one can expect to see a further degradation of low level positions.
The demand for professionals who have transformation, commercial or business partnering experience is positive. Within a finance capacity, those individuals who can build the bridge between finance and the operational size of the business will always be attractive to businesses and this shows no signs of change.
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We're back! We're thrilled to announce the return of our interview series, Women in Law, where we shine a spotlight on the extraordinary women making waves in the legal world. Join us as we delve into their journeys, explore their challenges and triumphs and celebrate their remarkable achievements. Anna is a partner in the Herbert Smith Freehills LLP corporate practice in Dubai specializing in mergers & acquisitions, joint ventures and investments with particular focus on the Middle East. Anna is regularly involved in award winning and other high-profile transactions in the region that span a number of sectors. In addition to executing transactions in the energy and infrastructure sectors, Anna advises on digital infrastructure and TMT transactions. Anna studied law and obtained her master's in law from the University of Warsaw in 2005 and subsequently moved to the UK to pursue her career in law in London. She re-qualified as a solicitor in England and Wales in 2013. She spent over 13 years working for two US law firms in the City of London before moving to Dubai and joining Herbert Smith Freehills in 2018 as a senior associate. Anna was first promoted to of Counsel in 2023 and elevated to partner in May 2024. Anna is frequently commanded by her clients for her exceptionally pragmatic approach to transactions, enabling them to navigate complex legal challenges with ease. Why did you decide to pursue a career in law? I didn’t always know I wanted to be a lawyer. In fact, I considered other paths. At one point at a very young age, I even thought about joining the army – I admired the discipline and resilience it required, and honestly, some of those skills would be helpful in law, too! While I had considered pursuing an MBA immediately after completing my master's degree, I ultimately chose to move countries and requalify in the UK, believing that this path would provide me with the most meaningful opportunities to advance my career. Looking back on your career, what are some key moments that have helped or hindered you in getting to where you are? There have been many key moments, both positive and challenging, that have shaped where I am today. Early on, studying law in two different languages and legal systems and requalifying in a very competitive market in London was a significant hurdle and achievement, that taught me the value of determination, hard work and persistence. Ultimately, moving firms to prove myself further and eventually relocating to Dubai to accelerate my career were key decisions that allowed me to challenge myself in new ways and grow. On the flip side, there were times when I faced doubts about whether I belonged in certain rooms, especially being a woman in a traditionally male-dominated industry. But each obstacle has made me more determined and shaped my leadership style. Each of these steps has been part of my evolution, and over the years I have learned that resilience and adaptability are key to navigating any obstacle. My promotion to of Counsel and then Partner earlier this year were major milestones, and currently, I am the only female partner in the office, which is something I am incredibly proud of. Having said all that, I know I wouldn't have been able to achieve all this without the support of amazing colleagues and mentors along the way. Do you believe there’s a glass ceiling for women in the workplace, and has it changed? I do believe the glass ceiling still exists in many industries, including law, though progress is being made. I have experienced certain challenges in my career, but I have not faced prejudice based on my gender; I’ve always thought of myself simply as a lawyer, focusing on being the best I can be. Today, we’re seeing more women in leadership roles, and I am proud to be among them. Yet, women still encounter less visible challenges, whether in the form of bias, societal expectations, or balancing family life with a demanding career. While strides have been made, there’s more to be done. Through evolving recruitment practices, mentorship, diversity initiatives, and challenging outdated norms, we can create further change. I’m encouraged by the support women offer each other, and that keeps me hopeful that the glass ceiling will continue to crack. What do you think the legal industry can do to improve diversity & inclusion? The legal industry has made progress, but there’s still room for improvement. First and foremost, we need more than just diversity in numbers—we need inclusion at every level, where everyone’s voice is heard and valued. This can be achieved through better representation in leadership positions and by ensuring that recruitment practices are truly inclusive. Broaden recruitment criteria to include candidates with diverse life and career experiences will create a more inclusive environment and enrich teams with new perspectives. Mentorship and sponsorship programs for underrepresented groups can make a huge difference in retaining diverse talent. The industry also needs to focus on creating a supportive environment where people can bring their authentic selves to work without fear of judgment. As part of my new role, I make it a priority to champion diversity and inclusion, and I encourage others to do the same. What advice do you have for young women looking to make a career in your industry now? My advice to those starting their legal careers is that hard work is essential, but in today’s world, it’s also crucial to be resilient, proactive and open-minded. The legal world is evolving, so it’s crucial to stay alert to change and seek out opportunities, even if they’re outside your comfort zone. Your career may not be a straight line, it may have twists and turns, but each step, whether a success or a setback, adds to your growth. The most successful lawyers are often the ones who are authentic and have taken unique paths to get where they are. Success is as much about resilience and adaptability as it is about effort. Focus on building core skills and surround yourself with a network that supports and challenges you. And, most importantly, stay true to your values and who you are.
Innovation thrives on diverse perspectives. Yet, women still hold only 27% of STEM (Science, Technology, Engineering and Mathematics) jobs , despite them making up nearly half of the workforce. That’s a massive gap, and if your business isn't working to close it, you're missing out on untapped potential, fresh ideas and a stronger competitive edge. But don’t worry – we’re here to help! We’ve been catching up with inspiring women in the STEM and diversity and inclusion space, asking them that one question the STEM industry has grappled with since its foundation – what can businesses be doing to attract more females into the sector? So here it is, a guide for women in STEM – by women in women in STEM. Sure, we’ve come a long way (back in 1970, only 8% of STEM roles were held by women), but progress has slowed, and serious challenges remain. Women in STEM earn only 74% of what men in similar roles do, and many face roadblocks like pay gaps, fewer leadership opportunities and unconscious bias. As progress in closing the gender gap has slowed, businesses must take decisive action to attract and retain more women in STEM roles to foster a more inclusive and innovative environment. It’s time for businesses to step up. So, without further ado, here’s what women in STEM say are vital for attracting more females to the industry: 1. “Implement female mentors” Attracting female talent is only half the battle - keeping them engaged and helping them grow is just as important. Racing TV Sports Presenter and Women in Tech advocate, Sophie Brown, says, “I would encourage businesses to implement mentors, but also encourage women to find external mentors too. While an internal mentor can give you confidence and leadership skills, there is serious value in having an external mentor, giving you more freedom to explore advice with zero bias ” . “More female mentors in the STEM space means creating a warmer and more welcoming environment for women entering the industry. I had to go out and find mentors for myself when I first started out, but now there are incredible mentorship programmes available to businesses”. Sophie is also known for her appearance on the Channel 4 show, Married at First Sight , where she stood up to body shaming contestants and spoke out about the misogynistic side of fame. “As females in the industry, we need to speak up more about our experiences and anecdotes,” Sophie says. “More visibility of inspiring women in STEM will encourage others to take the leap and explore.” It’s clear that implementing mentorship programs for women is essential for businesses to give females a voice, support their career growth, and foster a more inclusive and innovative workforce. Businesses should also work harder to highlight the success of female colleagues to inspire others into the industry. 2. “Rethink your culture” Justine Craston, former Diversity, Equity and Inclusion Practitioner at Dojo , says her number one piece of advice to businesses is to, “be VERY intentional about how you are driving ‘Inclusion’ in your Diversity, Equity and Inclusion practices ” . Building a more inclusive workplace in the Science, Technology, Engineering and Mathematics sector doesn’t happen by accident. It takes active work. Justine maintains this starts by curating a culture of psychological safety. “Be curious”, Justine says. “It’s much better to ask about an employee’s experience than to avoid the subject… It never hurts to give someone the opportunity to be listened to”. Businesses that actively support diverse voices will attract, retain and inspire female talent. Justine also suggests working with Employee Resource Groups (ERGs) to “drive belonging and inclusion”, as well as being a great platform to connect and share experiences. 3. “Redesign ‘flexibility’ and parental benefits” Biased hiring processes often unintentionally deter women. Flexible work options like remote roles or flexible hours can make a big difference for women balancing career and family. Joan Iwuoha, Product Manager at HNG Tech , says, “Mothers in STEM are constantly juggling work alongside family. To accommodate them, businesses should have options like flexible work hours and remote work ”. Companies including Next , Morgan Stanley and Toyota even have on-site nurseries charging competitive rates, some via a salary sacrifice scheme. This work benefit is currently extremely rare, despite 71% of working mothers having children under 4. Joan says that on-site childcare “takes away the stress from mothers in STEM and will encourage more females who plan to have a family into STEM roles ” . 4. “Build a clear pathway for growth and leadership” Women are more likely to pursue STEM careers if they can see themselves succeeding. Promoting and celebrating female leaders - both inside and outside your company - creates visible proof that the future of STEM is diverse. Former Client Operations Manager in the SaaS world, Luciana Alemanno-Frankson, says, “Many women look for opportunities where they see a strong possibility of progression, mentorship and leadership development. It’s not just about hiring more women, but ensuring they have the tools and support to thrive and grow within the organisatio n” . Authentic role models are bound to inspire current employees and the next generation of female innovators. Luciana says on the topic, “Providing access to female role models in senior positions and ensuring diverse voices are actively included in decision making can be a strong draw for women considering a career in STEM ” . By creating an environment where growth and leadership are accessible, companies can create a lasting impact, empowering women to envision and achieve long-term success in STEM fields 5. “Close the pay gap” Women in STEM make around $66,200 annually compared to men’s $90,000 in the US, and in the UK, on average, females in STEM earn around 19% (or £12,000) less than men. Presenter, Sophie Brown, says on the subject, "For businesses, transparency from senior leadership is important so that everyone knows where they stand, and more conversations around salary negotiations and instilling confidence need to be had. To female candidates – know your worth and schedule in a pay review as soon as you accept the role to make sure it’s solidified in. Your salary is your livelihood – it should never be underestimated!” Empowering women to advocate for their worth begins with a culture of transparency and support. When businesses actively promote equal pay opportunities and encourage open conversations about compensation, they create an environment where every woman feels valued and confident in asking for what she deserves. 6. “Inspire future generations” “It’s our responsibility to engage Gen Z and Gen Alpha by showcasing pathways to fulfilling STEM careers ” , says female Director at an IT talent solutions firm. “We need to create workplaces that align with their values, making STEM roles more attractive and relevant to their priorities.” If businesses want more women in STEM, they should start at the source. Partnering with schools and universities to support scholarships and internships will help to target young women. Sponsoring coding boot camps, summer programmes or apprenticeships can also build excitement about STEM careers early on. She also points out that, “Commitment to change needs to start from the top. Businesses need to ensure representation at all levels of leadership in order to inspire young women entering the STEM workforce. Lily Spokes and Clara Schmitz, from IT Services and Consulting business Pace Integration , agreed, stating that their "number one piece of advice to businesses is to hire more women into leadership positions. Having great role models will inspire future generations into STEM.” So, there you have it. The talent gap in STEM is real - and closing it is more crucial than ever for businesses that want to be industry leaders. Creating an inclusive workplace, addressing pay gaps, and investing in the development of female talent aren’t just the right things to do - they’re smart business decisions. Now’s the time to lead the change. What will your business do to enable women to thrive in STEM? Interested in learning more about how to attract more women in STEM? Talk to our Client Services Consultant in Tech, Amy Glynn today! -------------------- We're committed to enabling our clients and candidates to thrive in a constantly changing world. By helping businesses grow and supporting people in leading more fulfilling lives both at work and beyond, we aim to make a lasting impact. Our ultimate goal is to become the world’s most valued and trusted workforce solutions company, trusted by our people, our clients and our communities. References: Home of Technology News Pew Research Center https://www.census.gov/library/stories/2021/01/women-making-gains-in-stem-occupations-but-still-underrepresented.html https://www.stemwomen.com/job-market-for-women-in-stem https://yulife.com/blog/top-10-companies-for-childcare-and-working-parents/ https://www.aauw.org/resources/article/fast-facts-working-moms/ https://www.ons.gov.uk/employmentandlabourmarket/peopleinwork/employmentandemployeetypes/articles/familiesandthelabourmarketengland/2021#:~:text=4.,employment%20than%20full%2Dtime%20employment .
In a world where remote work is the norm, especially within STEM industries, keeping employees engaged isn’t as simple as adding more communication tools. If you’re relying on Slack or Teams to be the sole solution to engagement, you’re missing the bigger picture. What truly drives engagement is the culture you build - a culture where employees feel valued, motivated, and genuinely connected, no matter where they're working. We’re here to show you how a strong People function, strategic use of platforms, a compelling value proposition, and effective performance measures all come together to create that culture. Let’s get into it! Building relationships Your People team is at the heart of creating an engaging culture, but this doesn’t mean just ticking boxes with routine check-ins. Instead, it’s about creating experiences that make remote workers feel like they’re part of something bigger. Learning and development: L&D programs should inspire, not just exist to fill a quota. STEM professionals thrive when they’re learning new skills and tackling challenges that stretch their abilities. By offering opportunities to upskill and engage in meaningful projects, you’re investing in their growth and showing them they’re valued. This is crucial - especially as 84% of remote workers report that remote work makes them happier - largely due to the flexibility and autonomy it offers . The power of flexibility: For many remote workers, having control over their work environment boosts productivity. Senior Digital Business Analyst, Adam Ash, shares, “I have my home office set up exactly how I need it for me, to be the most productive I can be. I am free from distractions. I can make lunch for me and my wife, enjoy it in the garden with our dog, and reset properly ahead of the afternoon. It also allows me to work an extra hour or two when needed, without feeling like I should be charging my clients for the time.” For professionals like Adam, flexible working arrangements not only enhance productivity but also improve work-life balance and client relationships. Human connection: Virtual coffee chats might sound a bit cliché, but when designed thoughtfully, these interactions can become moments of genuine connection. Dean Jennings, Head of Talent at Hydrogen Group, says, “There is so much online that can bring a team together – virtual team escape rooms can be really cost effective! As tech advances, it’s getting easier to have individuals working seamlessly together. I’ve even seen a few VR headsets in the workplace!” Avoiding communication overload: Relying solely on communication tools like Teams or Slack isn’t the answer to building engagement. Just because people are “always available” doesn’t mean they feel connected. In fact, 48% of remote workers have reported working longer hours, which can easily lead to burnout if not managed well. The focus should be on creating a space where people feel free to share ideas, get involved in decision-making, and know their well-being matters. Structured check-ins: Consistent, purposeful check-ins can keep remote teams aligned and motivated. Life Science Consultant, Danniella Roche , says, “We have regular catch ups over Teams to kick off the week, a mid-week ‘health check’, and a Friday ‘wrap-up’. This enables us to have more touch points with one another and ensure we’re all working towards a common goal. We also have Teams channels to share market intel, leads and wins, which enables us to collaborate.” Leveraging platforms properly Yes, digital platforms are crucial for remote work, but they need to be used with intention. Tools like Slack, Teams, or Zoom are great for facilitating communication, but they’re not a magic fix for engagement. If these tools aren’t integrated into a bigger strategy, they can end up being a source of digital fatigue rather than connection. Transparency and recognition: Project management tools like Trello or Asana can help remote workers see how their contributions tie into larger projects, giving them a sense of ownership and progress. This is particularly important when considering that only 36% of remote workers are fully engaged, making transparency and recognition crucial for improving engagement levels. Inclusive celebrations: Dean Jennings , Head of TA at Hydrogen, suggests, “Ensuring there’s no difference in recognition wherever workers choose to work from is key. Promotions, competitions and shout outs should always be multi-channel and celebrated in the same manner. If you do have something happening in the office, make sure you can stream it and get your remote workers involved!” Learning opportunities: STEM employees crave opportunities to grow, so offering access to courses on platforms like Coursera, or hosting internal webinars, can make a huge difference. Chloe Lam-Moores, Manager at Hydrogen Group, says, “I believe that remote workers could perhaps benefit from further training on how to be effective when working remotely, which could be as simple as identifying all of the tools and platforms that are available to them.” Important: Even though platforms can help collaboration, don’t assume that adding more tools equals more engagement. It’s about using these platforms to create a sense of shared purpose and achievement, rather than just piling on more ‘pings’. Employer Value Proposition: A culture that goes beyond perks When it comes to remote work, your employer value proposition matters more than ever. It’s about answering the question: ‘Why would someone choose to work for your company over any other when they can work from anywhere? ’ . It’s not just about the pay cheque. Remote employees have options, and they’ll go where they feel inspired and valued. In fact, 50% of job seekers would be willing to take a pay cut for the opportunity to work remotely. Figure out what sets you apart: STEM businesses should highlight unique opportunities, like access to cutting-edge projects or a strong commitment to social responsibility. Supporting mental health, professional development, and flexibility should be core to your culture. Accommodate unique needs: Practical support, like a home office budget or adjusted work hours, can make a big difference. Workers like Patricia Washburn, a Multi-Platform Editor, exemplify that remote work can be a necessity, not just a perk: “If I cannot work from home, I cannot work.” Others, like Kevin Parkings, a Senior Java Developer, emphasise that remote work makes living in certain locations possible. Career progression: People need to see a path forward, even from a distance. Being open about growth opportunities can keep them engaged. A higher salary can only go so far; it’s the promise of being part of a culture where they can envision a future and make an impact that keeps employees around. Performance measures – trust and impact How you measure performance says a lot about your culture. If your approach to remote work is to track hours or logins, you’re missing the point. People want to be judged on the impact they have, not the time they spend online. Shifting to output-based metrics - like focusing on the quality of work and the results delivered - makes all the difference. Adopt goals and KPIs: For STEM workers solving complex problems, KPIs create a sense of purpose and alignment. It helps them see how their work ties into the broader mission and keeps them motivated. Regular feedback: Regular feedback sessions help remote workers feel recognised and track their progress. And remember, building trust is key - using monitoring software to track every keystroke doesn’t build trust - it breaks it. It sends the message that you don’t believe in your employees’ ability to manage their own work. Trust o ver surveillance : This is particularly relevant given that low employee engagement costs the global economy $8.9 trillion. Focusing on trust and impact can turn this trend around, driving a more engaged and effective remote workforce. Bringing it all together So, what’s t he bottom line? Engagement doesn’t come from more tools or stricter performance measures. It comes from a culture where people feel like they belong, are encouraged to grow, and can see how their work makes a difference. People teams, smart platforms, a strong value proposition and fair performance measures all contribute to this, but it’s the culture you create that will keep people engaged - no matter where they’re working from. In STEM industries, where innovation is everything, this kind of culture isn’t just nice to have - it’s a competitive advantage. It’s about creating a workplace where people don’t just show up but feel excited to bring their best. When your employees are truly engaged, they’re not just part of the team - they’re driving it forward. Interested in learning more about how to keep remote workers engaged? ---------------------------------------------------------- We're committed to enabling our clients and candidates to thrive in a constantly changing world. By helping businesses grow and supporting people in leading more fulfilling lives both at work and beyond, we aim to make a lasting impact. Our ultimate goal is to become the world’s most valued and trusted workforce solutions company, trusted by our people, our clients and our communities.
We're back! We're thrilled to announce the return of our interview series, Women in Law, where we shine a spotlight on the extraordinary women making waves in the legal world. Join us as we delve into their journeys, explore their challenges and triumphs and celebrate their remarkable achievements.
Navigating a successful career in the legal profession, Mohammad Abandah has demonstrated resilience, adaptability, and a strategic understanding of both law and business. In this blog, we explore his journey from a rigorous start in private practice to ascending to leadership roles within major multinational companies across the Middle East. We'll delve into the key milestones that shaped his progression, the challenges he overcame, and his vision for the future of legal services in this dynamic region. Mohammad's experiences offer valuable insights for both aspiring lawyers and seasoned professionals looking to advance their careers. Can you share your career trajectory and the key milestones that paved the way for your progression to a leadership position within the legal profession? After completing my university studies, I was fortunate to start a hard two-year training period, simultaneously in the legal department of a major bank and at a law firm. This demanding schedule (often exceeding 12 hours of work daily) accelerated my professional development, allowing me to acquire skills at a much faster rate than my peers. As a result, I passed the Bar certification with the highest marks ever recorded in the history of the Bar Association. This achievement led to an immediate offer from one of the largest law firms in Jordan, where I began my career as a junior lawyer. Over the next 12 years, I advanced steadily, eventually becoming a partner in 2010, responsible for leading the banking department and dispute resolution within the firm. In 2012, I transitioned to an in-house role as the Head of Legal for the GCC Region for a multinational insurance company based in Dubai, UAE. This shift was essential to understand business strategy development and the critical importance of integrating legal requirements with business objectives to ensure sustainable growth and protect corporate interests. My time in-house improved my interpersonal, negotiation, problem-solving and relationship management skills. In 2021, I took on the role of Chief Legal and Compliance Officer for the Middle East Region at another multinational company with diverse business lines of financial services. This position has tested my leadership abilities in ways I hadn’t anticipated, particularly due to the complex dynamics and difficult personalities I’ve encountered. This experience has allowed me to deepen my expertise in managing difficult legal and compliance matters across multiple jurisdictions and to lead in demanding environments. In your journey, what obstacles or setbacks did you are encounter, and how did you navigate these challenges to continue advancing in your career? When reflecting on my career journey, I believe one of the biggest challenges I have faced was when I transitioned from private practice to an in-house role. Shifting from a purely legal focus to a business-oriented approach required me to quickly adapt and develop new skills in strategic thinking, business oriented negotiations and decision making in addition to learning new ways of relationship management. Another big challenge was linked to my ability to navigate challenging environments and work with individuals whose values may not always align with mine, which could be common in some situations and what I have learned is that you will need always, as a lawyer, to remember mastering integrity and upholding the highest ethical standards despite what the business or the management might think or want. Such challenges taught me resilience, adaptability and the importance of understanding the business, changing the way of thinking to adapt to new environments, but always without losing the legal and moral compass. How do you envision the role of technology shaping the future of legal services in the Middle East and what innovations do you believe will have the greatest impact on the industry? We can agree that the Middle East in general is witnessing a significant transformation and legal professionals increasingly recognize the importance of technological integration. I believe that several innovations are expected to have a profound impact on the legal industry such as research technology which is enhancing the efficiency of legal research by providing access to region-specific regulations and legislative information in multiple languages. Collaboration and communication tools are also facilitating better work and collaboration among legal teams, external counsels, stakeholders and clients. The AI and machine learning have also started to be integrated in many legal services and are expected to revolutionize many areas such as contracts management, drafting and revision, compliance monitoring and identification of legal risks and opportunities. I strongly believe that the future of legal services in the Middle East will see greater reliance on technology to meet evolving client demands and regulatory requirements. The Middle East for sure will benefit from the ongoing digital transformation and the legal sector will be part of that fast changing environment. Can you share the unique challenges and opportunities that lawyers face in the Middle East region compared to other parts of the world? The Middle East countries have diverse legal frameworks, special cultural and different business practices. One of the primary challenges in the Middle East is the ability of navigating the complex legal landscape with a big mix of local laws and regulations that despite the similarities they are vary (sometimes significantly) between the individual countries within the region. This requires a deep understanding of both the legal systems and the cultural contexts in which they operate. This means handling a particular matter in one country might require a different handling in another country. Also, the speed of regulatory developments and race for introducing and updating the regulations in the Middle East requires lawyers and legal professionals to invest massive amounts of time and efforts to keep up to the speed when covering multiple countries within the Middle East. At the same time understanding the local culture in the Middle East is critical because trust and relationships are essential and often take precedence over formal arrangements. Lawyers must be skilled in building strong relationships with all stakeholders (including regulators, business partners and clients) which involves not only legal expertise but also cultural sensitivity and the ability to negotiate and communicate effectively in a way that resonates with local customs and values. In terms of opportunities, as everyone can see the Middle East region witnessing ongoing growth, focus on economic diversification and investments in new sectors which will allow lawyers who can navigate these complexities and build strong, trust-based relationships to be well-positioned and to take advantage of the Middle East growth. As a successful lawyer, we would love to know what makes you thrive? I really enjoy the opportunities to solve complex legal challenges and make a meaningful impact for my clients or on the organization I work for. Analyzing complicated legal issues, being able to contribute to strategies and business goals and finding solutions that not only address legal concerns but also contribute to the broader success of the company is something I really enjoy. I also find great satisfaction in working with diverse teams, mentoring younger lawyers and developing strong partnerships with stakeholders. The trust and respect that comes from these relationships are incredibly rewarding and fuel the motivation to continue delivering exceptional results. Lastly, continuous learning is essential to my growth and success, that is because the legal landscape is constantly evolving in the Middle East and staying ahead of changes requires a commitment to ongoing education and professional development. This pursuit of knowledge keeps me engaged, adaptable and prepared to tackle new challenges and helps me to continue to excel in my career and to, hopefully, make a lasting impact. How do you see the role of women in the legal profession evolving in the Middle East, and what support can male counterparts provide? It is clear that the role of women in the legal profession in the Middle East is evolving quickly. We can see more women entering the field both in-house and in private practice and we are seeing more and more women advancing to leadership positions. This progress is an evidence of the growing recognition of women’s capabilities and the value of diverse perspectives in the legal industry. However, there is still more work to be done to achieve true gender equality. Creating an inclusive environment that supports and empowers women at every stage of their careers is essential and not only leadership has the duty to change but also male counterparts at each level have a crucial role to play in this evolution by offering support through mentoring and sponsoring female colleagues, advocating for their inclusion in high-profile matters and leadership opportunities among other things. Some countries and companies are doing better than others but the collective efforts of everyone is needed to drive better change. The good news is the fact that governments and officials across all the Middle East are paying attention and pushing to break down barriers to create more inclusive, equitable, and reflective of the diverse talent within the region. What advice would you offer to aspiring lawyers who aim to progress to leadership positions? First of all the need to build a strong foundation in legal knowledge by taking the time to master the core areas of laws and regulations in the Middle East and always trying to be thorough, diligent and always strive for excellence in our legal work. As a legal professional, integrity is the cornerstone and upholding the highest ethical standards in all dealings is a must. Our reputation as trustworthy and ethical lawyers is one of our greatest assets to advance in our careers. Within the in-house community it is also crucial to shift from a purely legal perspective to a broader, business-oriented mindset by understanding how legal advice impact the organization’s goals and we need to learn how to link and align the legal advice to business objectives by building and maintaining strong understanding through relationships with business colleagues, clients and any other stakeholders. Also, as I have mentioned before, the legal landscape in the Middle East keeps evolving and staying ahead requires a commitment to lifelong learning. Keeping up with legal developments, exploring new areas of the law and seeking out opportunities to enhance your skills through formal education, certifications, networking and practical experiences is another way to ensure progressing to the leadership positions. The last thing I would say here is the ability to understand that the path to leadership will inevitably involve challenges and setbacks and how you respond to these difficulties will define your career. Having the required resilience, remaining adaptable in the face of change and interacting with these challenges as opportunities for growth will allow lawyers to succeed and grow. How do you see the legal industry in the Middle East evolving over the next five years? With the positive projected growth for the Middle East countries will continue to diversify their economies which will bring further demand for legal expertise in emerging sectors such as technology, renewable energy, healthcare and financial services. My guess is that legal professionals with specialized knowledge in these areas will be in high demand, and the legal profession will need to adapt to the complexities of these evolving industries. We will also see that the adoption of technology in the legal sector will be accelerating and legal tech will play a crucial role in streamlining processes, improving efficiency and enhancing access to legal services. For that; lawyers who embrace these technologies will be better positioned to meet the changing needs of clients and remain competitive in the market. I strongly believe that the region will continue to update its legal and regulatory frameworks and there will be increased focus on compliance, data protection and corporate governance. This will create opportunities for legal professionals to advise on new regulations and help businesses navigate complex compliance landscapes. Also environmental, social and governance (ESG) considerations are becoming increasingly important in the Middle East especially that the governments and the companies are committing to sustainability goals and legal professionals will play a critical role in advising on ESG-related issues, including compliance with environmental regulations, corporate social responsibility and sustainable business practices. Overall, lawyers who are proactive in adapting to these trends and embracing technological tools, understanding new regulatory landscapes and committing to sustainability and diversity will be well-positioned to thrive in the evolving legal landscape of the Middle East. The way I see it; the combination of economic diversification, technological integration, and regulatory reform presents a unique opportunity for legal professionals to expand their practices and make a bigger impact in the companies.