A perspective on the evolving in-house legal landscape in the Middle East from Linda Mouaz, General Counsel & Compliance Officer at Kimera in UAE.
Since my relocation to Dubai in 2014, the role of the General Counsel (GC) and/or Head of Legal & Compliance in the Middle East has undergone significant transformation. Over this period, in-house legal teams have grown in stature and responsibility, even as the market for top legal jobs has become more competitive. What was once an “emerging” legal market is now markedly more mature! GCs are no longer viewed as mere back-office technical experts; they are increasingly integrated into business leadership and strategy, driving growth and innovation. The market competitiveness, hiring practices, and professional networks have changed for senior legal professionals in the region.
The Gulf legal market has grown robustly, spurred by economic diversification and an influx of multinational investment. Over the last decade, countries like the UAE and Saudi Arabia have shifted from being “emerging” markets to more mature economies, expanding non-oil sectors such as technology, finance, and infrastructure. This diversification has increased the demand for experienced legal counsel to navigate new regulatory frameworks and complex deals. In Saudi Arabia, for example, the ambitious Vision 2030 reforms have unleashed a “frenzy of economic activity” in new industries. An increasing number of in-house counsel, both local and expatriate, have found themselves at the centre of this transformation, playing a meaningful role in shaping business in the Kingdom . Likewise, Qatar’s push to develop finance, infrastructure, and host global events (like the 2022 World Cup) created “endless opportunities” for in-house lawyers to support its growth. GCs in these markets have been vital behind the scenes, advising on major projects and helping build robust corporate governance structures.
Alongside growth, competition for senior legal positions has intensified. The UAE has long been a magnet for top legal talents, and by the 2020s/post Covid it became “a hugely competitive environment” for lawyers. As more companies established legal departments and existing teams expanded, the number of qualified candidates in the region swelled. I remembered having read an industry survey which observed a “high inflow” of professionals into the Middle East, resulting in an oversupply of candidates in some areas. Not all incoming skill sets matched market needs, so hiring managers often sift through large volumes of CVs to find the right fit. Senior in-house openings (e.g. Head of Legal or GC) remain relatively scarce, since each organisation typically has only one top legal officer and incumbents often stay in their roles longer. In the UAE, demand for legal experts actually outpaces the supply of specialised talent, making the war for the right talent fierce. By 2023, legal hiring in the UAE was booming! Companies were not just backfilling positions but actively growing in-house teams to reduce reliance on external counsel. This growth has been weighted toward niche expertise: “Specialist lawyers are in demand for senior positions”, whereas junior roles skew toward generalists. The net effect is a highly competitive landscape for senior professionals: more opportunities exist than a decade ago, but the bar to secure those top jobs is higher than ever.
As seasoned lawyer, I must admit that landing a GC or Head of Legal role in 2025 is notably more challenging than in 2014. One reason is simply numbers: the talent pool of senior legal professionals in the Gulf has deepened. Over the years, many expatriate lawyers relocated to the Middle East attracted by fast-growing markets, safety (and income tax-free packages). At the same time, regional initiatives have nurtured local legal talent, producing more qualified Arab attorneys ready to step into leadership. This means more contenders for every high-level vacancy. Additionally, some governments have introduced localisation policies in employment (e.g. Emiratisation, Saudisation, etc), which can make it harder for foreign candidates to secure certain senior jobs, although GCs are often valued for international expertise. Industry insiders also note a cultural shift: companies are recognising the strategic value of in-house counsel and therefore hiring very selectively at the top. The role has expanded in scope: we handle broader, more complex issues than a decade ago and are expected to be business enablers. With greater expectations comes a preference for candidates who have “proven track records” not just legally, but as key members of business teams.
Those who do attain GC roles face mounting pressures that reflect the role’s evolution. Corporate leadership demands more from legal departments: shorter turnaround times, risk mitigation, and tangible contributions to business objectives. There is growing pressure on in-house counsel to deliver short-term results and cost efficiency, which can translate into heavier workloads and less job security. The pandemic years further blurred lines, pulling us into operational crisis management and forcing us to stretch into new areas (from force majeure contract issues to workforce safety). Senior lawyers who cannot demonstrate agility and broad skill sets might struggle to compete for the most coveted positions. In summary, by 2025 the senior in-house job market in the Middle East is both broader (more roles exist) but tougher; requiring a mix of legal acumen, business savvy, and often regional experience that was less essential in 2014. The hiring market has effectively moved from opportunistic to meritocratic and strategic, with organisations hand-picking GCs who can truly sit at the executive table.
Role of recruiters and hiring challenges.
In the Middle East, executive recruitment firms play a pivotal role in filling senior legal vacancies. Many companies, especially multinationals and large local conglomerates, entrust search agencies or specialised legal recruiters to find their General Counsel. This means that for candidates, building relationships with recruiters is often a necessary route to access the hidden job market of GC positions. Compared to a decade ago, the hiring process has become more formalised and global: top positions might be advertised internationally or handled by recruiters in London or Dubai who sift through worldwide talent. Recruiters in the region increasingly seek exact matches for their client’s needs. In practice, this translates to preference for candidates with both Middle East regional experience and sector-specific expertise. A 2025 legal market outlook noted that employers want lawyers who have honed skills in the relevant industry and understand the local business environment. This focus can pose a challenge for highly senior professionals looking to transition between industries, which happened to me personally. For instance, a General Counsel from a FMCG background may find it difficult to break into an oil & gas GC role, or vice versa, if they lack direct experience in that sector. Recruiters often act as gatekeepers in this regard, shortlisting candidates whose resumes closely align with the job’s industry and technical profile.
Transitioning industries at a senior level is tricky, as companies tend to prioritise depth over breadth when hiring a new legal head. Employers in sectors like banking, pharmaceuticals, or technology often insist on candidates who have navigated that industry’s regulatory landscape and jargon. Senior lawyers who attempt a change might encounter scepticism about their learning curve or network in the new field. As a result, some highly qualified GCs find themselves “boxed in” to one domain. Moreover, compensation expectations built in one industry might not align with another, further complicating moves. Recruiters and HR also weigh cultural fit: an expert of a Western multinational environment might need to adjust if moving to a family-owned Gulf corporation, for example. These nuances mean that even “strong” demand for senior-level professionals in the region doesn’t guarantee mobility for every candidate. On the contrary, demand is strongest for those who check very specific boxes, such as Arabic language ability, government relations experience, or technical knowledge in areas like fintech or energy compliance. Those senior lawyers who lack one of these increasingly sought-after attributes may experience longer job searches or need to leverage personal networks to find opportunities. In summary, recruiters are invaluable allies for GCs but also enforcers of a tighter fit, making career moves more challenging for the most senior unless they have the precise expertise the market seeks.
LinkedIn as a job search tool for GCs
Over the past decade, LinkedIn has emerged as a ubiquitous professional networking tool in the Middle East, including for the legal community. Senior lawyers across the Middle East commonly maintain active LinkedIn profiles, and many job openings (even at the senior level) are posted on the platform. It has become a useful way for GCs to increase their visibility by sharing thought leadership posts, engaging in legal discussion groups, and showcasing their achievements; essentially building a personal brand online. According to legal recruitment advisors, networking (including online networking) can yield valuable leads: it can generate referrals, introductions and insider info about available roles. GCs who position themselves as thought leaders on LinkedIn may attract attention from headhunters searching for candidates with a particular expertise. In that sense, LinkedIn serves as a signal-boosting tool for job seekers, even at the executive level. For example, a GC who regularly posts insights on compliance trends might come to the notice of a company seeking that skillset.
Despite its benefits, LinkedIn has clearly limitations for those chasing the top jobs. Many of the most senior GC or Head of Legal appointments in the Middle East are not filled through open applications via LinkedIn, but rather through discreet searches. These positions are often sensitive and high stakes, so companies prefer confidentiality, relying on recruiters or internal networks rather than public job ads. A highly qualified GC might find that applying cold to a LinkedIn job posting yields little response, whereas a referral or a recruiter’s call is far more effective. In practice, LinkedIn is most effective as a networking facilitator, not simply as a job board, for senior lawyers. It allows GCs to stay on the radar of recruiters (who themselves use LinkedIn extensively to identify talent) and to maintain connections with peers who may alert them to opportunities. Another challenge is information overload: a prominent GC role advertised on LinkedIn can attract hundreds of applicants globally, making it hard to stand out on paper alone. Thus, while LinkedIn should be part of a GC’s career toolkit, success in securing roles still often comes down to the human element: leveraging relationships, reputation, and direct conversations. LinkedIn is a powerful platform for visibility and research (one can easily identify who the current GCs are at target companies, for instance), but it works best in tandem with traditional methods like engaging recruiters and tapping into one’s professional network.
Networking platforms and community impact
The Middle East legal community has developed strong networking forums for in-house counsel, particularly since the mid-2010s I guess. One of the most prominent is the Association of Corporate Counsel’s Middle East & North Africa chapter (ACC MENA), which has grown into the region’s largest and most active group of in-house lawyers. ACC MENA, spanning 15 countries with hundreds of members, focuses on sharing best practices, providing continuing legal education, and creating networking opportunities “by in-house counsel, for in-house counsel”. Regular ACC events, from panel discussions to informal meetups, have enabled GCs across the UAE, KSA, Qatar, and beyond to connect and collaborate. Similarly, local initiatives like the DIFC Courts’ In-House Counsel Committee (formerly the GC Forum) were launched in Dubai to bring together senior in-house lawyers for dialogue on legal trends and challenges. Conferences and summits (such as Legal 500’s GC Powerlist events or Law.com’s General Counsel Forum Middle East) also serve as networking hubs, although they occur annually or periodically. These platforms have had a positive impact on the GC community. They break down the silo effect; a GC in one industry can meet and learn from a GC in another.
Networking is not just a social exercise anymore; it’s recognised as critical for success in the GC role. Senior legal professionals who actively network gain access to peer support and knowledge sharing that can be invaluable. Through networking, a GC can call a trusted peer at another company to benchmark a policy, seek a second opinion on a regulatory matter, or even get moral support on the pressures of the job. A legal recruiter noted that networking allows GCs to build relationships with business leaders and industry experts, enhancing their effectiveness and perspective. Crucially, it can also open doors: many learn of new job openings or get personal referrals through these connections. For example, an active member of a GC network might hear that a fellow member is retiring, creating a vacancy, and get an introduction to the CEO. Additionally, networking platforms help GCs stay current on regional developments. Through conferences or roundtables, in-house counsel discuss emerging issues which helps everyone stay ahead of the curve. This communal exchange has raised the overall sophistication of in-house practice in the region. Finally, such networks can elevate the voice of in-house counsel as a group. By uniting through organisations like ACC, GCs in the Middle East have a channel to collectively advocate for things like improved legal technology, better law firm service, or government policy changes affecting businesses. In summary, the rise of GC networking platforms has strengthened the community, providing senior lawyers both professional growth and a support system that benefits their companies and careers.
Fostering collaboration and improving hiring practices
Despite the progress, there are opportunities to further strengthen collaboration among GCs in the Middle East. One recommendation is to establish more formal peer mentoring programs. Senior legal executives could mentor rising in-house counsel in the region, sharing career advice and technical expertise. This would not only groom the next generation of GCs but also create a culture of support. It is existing already, but it should be grown. Organisations like ACC could facilitate a mentorship scheme (indeed, ACC at the global level has a Mentor Match program). Similarly, creating thematic working groups, for example, a GCC-wide “General Counsel Forum” on compliance, could encourage GCs to jointly tackle common challenges. Given that many Middle East GCs deal with similar issues, structured peer exchanges can lead to solutions that benefit multiple companies. Senior lawyers should also consider more frequent informal check-ins with each other, beyond the big conferences. For instance, a quarterly breakfast club of UAE GCs or a WhatsApp group like the great one named Women In Law (“WIL”) in the UAE can keep communication lines open. Increased collaboration can combat any isolation at the top and ensure that knowledge is not kept in silos.
The legal community, together with HR and recruiters, can also improve the hiring process for senior roles. One key improvement is for companies to streamline their recruitment timelines and be transparent with candidates. As one regional analysis noted, competition for quality legal talent is intense and companies need swift, candidate-friendly hiring processes or risk losing top candidates to competitors. Unnecessarily long interview cycles or indecision can tarnish an employer’s reputation and cause frustration. Therefore, establishing clear hiring criteria and making timely decisions is critical. Another recommendation is to broaden the perspective on candidates, that is, consider high-potential professionals from adjacent industries or non-traditional backgrounds. A more open-minded hiring approach would alleviate the chasing the same small pool of “ideal” candidates. For example, a talented deputy GC from a tech company might successfully lead a retail conglomerate’s legal team, given support and onboarding, even if they are new to retail. Companies and recruiters could also collaborate to create succession pipelines, identifying internal candidates who can be groomed for the top job, while still casting a wide net externally. Additionally, the GC community itself can improve hiring outcomes by sharing references and recommendations for peers. It’s not uncommon for a GC who is moving on to suggest qualified colleagues for their role or for other openings. Such peer referrals can make the hiring process more trust-based and efficient. Finally, embracing diversity and inclusion in hiring will expand the talent pool; Middle East legal departments have made strides in gender diversity, for instance, and continuing this progress will ensure the best talent, regardless of the industry background rises to the top. By collectively focusing on transparent, efficient, and inclusive hiring practices, the legal community can ensure that the right leaders are in place to drive the region’s next decade of growth.
Conclusion
During this last decade, the General Counsel and Head of Legal community in the Middle East has navigated a journey of rapid evolution. The UAE, Saudi Arabia, and Qatar each tell a story of legal departments coming of age, becoming indispensable strategic partners in business, amid a marketplace that has grown more crowded and competitive for individuals. Senior legal professionals today face a paradox of high demand and high standards. They must differentiate themselves through specialisation, regional insight, and leadership skills to seize the limited number of top roles. Recruiters and networks have become linchpins in career progression, underscoring that who you know (and what you know) both matter. Yet, the spirit within the community is one of collaboration over competition. I feel that we are increasingly leaning on each other for guidance and support, recognising that shared success elevates the profession’s standing across the Middle East. By continuing to invest in peer networks, embracing mentorship, and refining hiring practices, the region’s legal community can ensure it remains robust and cohesive. The next decade promises further growth and change, and with the recommendations outlined, from faster hiring to stronger peer engagement, Middle Eastern GCs will be well-positioned to meet those challenges together, driving both their organisations and their own community forward.
