“My advice remains simple: don’t assume.”

Amaka Obiora, Group Company Secretary/General Counsel at Caverton Offshore Support Group Plc in Nigeria, makes the case for legal leadership built on diligence, not default.

As a General Counsel and Company Secretary, groping in the dark is not an option.

In high-stakes environments – be it capital markets, banking, aviation, or the boardroom – clarity is not just expected, it is essential. No matter how seasoned you are, or how familiar a matter may seem, there is no substitute for a response that is rooted in thorough research and verifiable authority.

I recall a time during a capital market transaction where the company was preparing to issue a bond programme. A seemingly minor clause in the trust deed raised a red flag. Instead of relying on precedent, I reviewed the latest SEC Rules, consulted relevant NSE guidelines, and even reached out to two regulatory contacts. That deep dive uncovered a compliance risk that would have cost the company millions – and delayed listing.

In the banking space, I was once asked to review a routine loan restructuring. The team was ready to proceed, but I decided to reference the latest CBN circulars and prudential guidelines. That extra step revealed a conflict with the credit risk classification framework that would have resulted in misreporting – a significant red flag for both internal audit and external regulators.

In aviation, we were once reviewing an aircraft operating lease that involved cross-border tax implications. Before giving a legal opinion, I took the extra step to research applicable double taxation treaties and engaged with aviation tax advisors. That decision helped us structure the transaction in a way that avoided exposure to withholding tax penalties in two jurisdictions.

Even within board meetings, this principle remains crucial. When providing legal or governance guidance, whether on conflict-of-interest declarations, director remuneration, or ESG disclosures, your input must go beyond general counsel instinct. It must rest on statute, case law, and regulatory guidance. Only then can the board rely on your voice as a compass in strategic decision-making.

So, my advice remains simple: don’t assume. Anchor your counsel in clarity, not conjecture. Illuminate the path, don’t guess it.