An interview with Munib Khan, Executive Counsel – Middle East & North Africa at GE Vernova in UAE.
How would you describe the state of the GC Community in your region?
The GC community out of Dubai has significantly matured over the past 15 years that I have worked here. Dubai has been a central location for decades for businesses operating in the Middle East and Africa (MEA). When I first transitioned in-house, the role of General Counsel was often seen as primarily reactive – mostly focused on commercial risk mitigation, compliance and firefighting. Whereas today, it has evolved into a much more strategic and influential role.
How has it changed since you first moved in-house?
Within the region, GCs are now expected to be commercial enablers, deeply embedded in business operations and strategy. An impactful legal function within any organisation is no longer siloed; instead, it’s integrated and collaborating across departments from project development, HR to finance and compliance.
Another change has been the focus on legal talent development. There’s a stronger pipeline of regional legal talent now than when I first started working in the region back in 2008. More lawyers are gaining regional exposure early in their careers, and there’s a deliberate focus on diversity, inclusion, and localisation of legal expertise.
Overall, it’s an exciting time to be working as a GC within the MEA region. The GC role in this region has evolved from merely protecting the business from legal risk but by shaping its future, by being a key enabler for business growth and sustainability.
Why is expanding your network important to you? What kinds of connections or discussions would be most valuable to you?
It’s encouraging to see the growth of cross-border collaboration among GCs within the region. For an energy in-house counsel like myself, the increasing complexity of energy markets within this region, specifically renewables, energy transition projects, and cross-jurisdictional regulations, leads to a greater need for shared insights and collective problem-solving. Forums, roundtables, and legal networks are all useful tools to address these topics. Furthermore, post-COVID, GCs seek to navigate regulatory uncertainty, supply chain disruptions such as the recent US tariff announcements, and geopolitical risk together.
What do you want to achieve by collaborating with other GCs and senior in-house lawyers?
I would have two objectives in collaborating with other GCs and senior in-house lawyers: (i) share practical insights on large-scale infrastructure and cross-border project development, and (ii) to learn from others navigating similar energy transition and in-house legal challenges.
Are there specific topics, challenges, or experiences you’d like to share or learn more about?
Specifically, I’m keen to exchange views on:
– Regulatory frameworks: several jurisdictions in Africa and South Asia are in the midst of energy market liberalisation. Understanding how peers manage regulatory uncertainty, tariff frameworks, and government counterparties.
– AI and cybersecurity: how are GCs using AI as an effective legal tool for legal operations? In addition, navigating the risks associated with cybersecurity.
– Energy transition: there’s a growing push to decarbonise even in traditionally fossil-fuel-heavy markets. For gas power, this means exploring hybrid solutions (like gas + hydrogen or gas + storage) and understanding how others are addressing ESG scrutiny, emissions reporting, and investor expectations.
– Dispute resolution trends: infrastructure projects in emerging markets often face delays, payment risks or delays due to force majeure events. What are the strategies that other GCs employ in this space?
– Talent development and legal operations: As legal teams become mature across the Middle East region, there’s a need to understand how in-house capabilities can be scaled, embedding technology, and retaining top regional talent.
