An interview with Nicoleta (Niki) Mihalache, Executive General Counsel at Baker Hughes in UAE.
How would you describe the state of the GC Community in your region?
For this question, I would focus on MENAT because this is the region where I live and meet regularly with the GC community. In MENAT, I see a dynamic and evolving community, for sure. It reflects a growing focus on strategic leadership, cross-border expertise, and increased collaboration across industries. While there is a great diversity in legal challenges and market maturity across the region, GCs are increasingly positioned as trusted advisors, not just legal gatekeepers. There is a clear appetite and interest in connecting more, to build a stronger and consistent community, we are all interested and keen to share expertise and knowledge. Strong momentum for innovation, digital transformation, ESG, and compliance.
How has it changed since you first moved in-house?
Impressive evolution of the GC role in the last 15 years or so, from a support function to a strategic partner. Today, we are expected to be, and we are, true business partners. We participate in shaping strategies and identifying opportunities. We spend considerable time simplifying processes, anticipating risks, building ways for the business to move faster and smarter. While always keeping compliance as a must in everything we do. Second, there has been a noticeable shift towards broader skill sets. It is not enough to be an excellent technical lawyer. You cannot be “just” a lawyer. You need strong business acumen, emotional intelligence, cross-functional collaboration skills, even a sense of entrepreneurship. Third, technology. Technology has reshaped the world and how lawyers work. We employ several tools that allow us the space to think strategically rather than get stuck in operational tasks, freeing up time for business critical functions. Last, but not least, leadership. There is a growing emphasis on leadership, ESG and diversity, inclusion and belonging, areas where traditionally legal has not played a critical role. Things have changed. All these traits are now an integral role of a modern in-house counsel. In short, being an in-house lawyer today means being a business leader with legal lens, able to empower, equipped to manage risk and add value.
Why is expanding your network important to you?
Every conversation has the potential to spark innovative ideas. For my case, networking is something that fuels my creativity, sharpens my thinking and just gives me incredible energy. I am a people person; connection is a source of energy and inspiration. Expanding my network energises me because I genuinely thrive on human connection. Every interaction brings fresh ideas, different perspectives, and new opportunities to grow – both professionally and personally.
What kinds of connections or discussions would be most valuable to you?
Leadership, organisational culture, innovation, business strategy, digital technology and how we can use our expertise to create meaningful impact, not just within our organisation, but in the broader community. We all share the same journey; we should all learn from each other’s paths.
What do you want to achieve by collaborating with other GCs and senior in-house lawyers?
Influence each other, build a learning platform, and design a voice for giving back to the legal community and shaping the future of tomorrow for the legal profession.
Are there specific topics, challenges, or experiences you’d like to share or learn more about?
Key wins and success stories. Success inspires. Discipline habits. Non-negotiable of the legal profession. Common struggles and common concerns. There is so much we can learn from each other, instead of re-inventing the wheel.
