Vandana (Vandy) Rupani shares her perspective on the future of the GC role – from embracing agility and technology to remaining the organisation’s ethical compass.
In what ways do you see the role of the GC changing over the next 5–10 years?
The next phase of the GC role will sit firmly at the crossroads of legal expertise, commercial instinct, and technological fluency. The role will spend less time centred on interpreting black-letter law and more on connecting the dots across data, ESG, and geopolitics as traditional lines blur.
Agility will define the legal function: leaner teams, smarter tools, constant learning, and stronger networks to navigate grey areas where there’s rarely a neat playbook. The modern GC will have to be comfortable flying without autopilot – not just reading the map, but helping chart the route.
But for all the change, I believe one thing will not shift. When the heat is on, the GC will still hold the compass, grounding decisions in ethics and long-term trust. That steady hand will remain the job’s true north.
How do you foster innovation and agility within your legal team?
I prefer direct and clear communication. Constructive and authentic dialogue beats hierarchy. Being personable builds trust, and trust unlocks an innovative spirit.
I do my best to invest in training and development, encourage experimentation across different matters, and ensure the team stays close to the business to understand operational realities. Agility isn’t about tools or templates alone – it’s a mindset.
I often tell colleagues, “Don’t get lost in the weeds. Solve the issue, not just the legal question.”
How do you balance the pressures of your role with personal wellbeing and resilience?
One can’t pour from an empty cup. I recognise that balance isn’t static – it’s something to be managed. Some days you sprint; others you step back, but staying afloat matters.
I try to protect thinking time, disconnect deliberately now and then, and keep perspective. Creative pursuits in music and art help me reset, while spiritual reading keeps me grounded. They remind me that there’s more to life than inboxes and deadlines.
I am also mindful that what appears urgent is often situational. A clear head in the morning almost always beats a heroic late-night email and leads to better judgement. Ultimately, resilience isn’t about endurance – it’s about knowing when to recharge so you can show up steady when it counts.
If you could change one perception about the in-house legal profession, what would it be?
Two, actually – that we’re naysayers and cost centres.
We’re neither. Done well, in-house legal enables momentum. When involved early, decisions move faster, risks are clearer, and outcomes are stronger.
While you can’t always monetise reputational harm avoided or risks mitigated, preventing the storm is far better than pricing the damage afterwards. Legal’s value may not sit neatly on a balance sheet, but it safeguards reputation, continuity, and sustainable growth.
Ultimately, our role is to help keep the organisation steady as it moves forward, ensuring it advances wisely, safely, and responsibly.
Our impact often shows up when things don’t go wrong, and that’s precisely the point.
