Mercy Jackson, Head of Legal, Compliance and Operations at Verikros in Nigeria, shares how moving from legal advisor to strategic enabler transformed her approach to in-house leadership – guiding multi-jurisdictional expansion in highly regulated financial markets and embedding legal and compliance into business growth from day one.
What has been the most defining moment of your career as an in-house lawyer so far?
One of the most defining moments in my career was leading the end-to-end legal and compliance workstreams for multi-jurisdictional business expansion in regulated financial markets (Canada, UK, Kenya, Ghana, Uganda). Moving from just providing legal advice to actively enabling market entry by securing licenses, setting up entities, and engaging with regulators truly transformed my perspective on the In-house Counsel role. It was challenging yet the most rewarding experience of my career. It taught me that a legal advisory role is not just about managing risks and reacting but about creating compliant strategic pathways for business growth. This experience reshaped my mindset as a legal and compliance professional.
In what ways do you see the role of the GC changing over the next 5–10 years?
The GC role is evolving from a mere legal advisor to a business partner. Over the next decade, I expect GCs will be fully integrated into strategic decision-making, influencing product design, market entry, partnerships, and operating models from the very beginning, rather than only at the review stage.
In many organisations today, GCs are brought in after key decisions have already been made. When legal or compliance risks are raised at the review stage, it can create unnecessary friction, with the GC perceived as resistant to innovation. I have seen that this tension is largely avoidable. When the GC is involved early, at the point where ideas are conceived and strategies are formed, legal and compliance considerations become part of the design process, not obstacles to execution. This allows risks to be addressed proactively and adaptations to be made early, saving time and reducing costs.
As this role evolves, future-ready GCs will need to blend their knowledge of laws and regulations with an understanding of the company’s business models and operations. When you truly understand how the business operates, you can evaluate risks in context, make well-informed trade-offs, and provide pragmatic, outcome-focused advice. In my experience, the most valuable GCs are those who can translate legal and regulatory requirements into strategic advantage while enabling sustainable growth.
What qualities do you believe distinguish truly impactful GCs from good ones?
For me, what distinguishes truly impactful GCs from good ones is their ability to continually learn and sometimes unlearn while blending legal expertise with commercial intelligence. The true mark of an exceptional GC is the ability to maintain integrity under pressure, influence senior stakeholders, anticipate regulatory trends, and align legal strategy with long-term business objectives.
How do you balance the pressures of your role with personal wellbeing and resilience?
I am intentional about prioritisation and delegation. Working in fast-paced, regulated environments requires mental clarity, so I treat well-being as a leadership responsibility rather than a personal luxury. I invest heavily in training and structured knowledge transfer to build a team that is capable, confident, and empowered to take ownership. This approach allows me to delegate effectively, focus on matters that truly drive impact, and maintain consistent performance without burnout.
Most importantly, I take short breaks throughout the day to rest and recharge, which is important for GCs, who spend much of their time reading, analysing, and making complex decisions. Minimising stress is key to maintaining focus and maximising productivity.
If you could change one perception about the in-house legal profession, what would it be?
I would challenge the perception that in-house lawyers are primarily risk blockers. In reality, the most effective in-house teams are growth enablers, translating legal and regulatory requirements into compliant, scalable solutions that help businesses to move smarter and faster. When GC is positioned as a strategic partner rather than a last-line reviewer, decision-making improves, execution accelerates, and the business is better positioned to thrive.
