”God forbid that a lawyer knows all the law; a good lawyer is one who knows where to find the law.”

Oluwatobi Kadiri, Vice President Legal & Compliance at Parthian Partners Limited in Nigeria discusses the evolution from legal adviser to strategic deal partner and why agility, commercial judgment, and enterprise trust now define the modern GC.

What has been the most defining moment of your career as an in-house lawyer so far?

One of my defining professional moments was being entrusted, early in my in-house legal career, with advising on complex cross-border transactions. I coordinated legal support across multiple jurisdictions simultaneously, led negotiations on term sheets and definitive transaction documents, and provided support through closing and post-closing.

What this experience revealed to me, very quickly, was that effective in-house practice is not about knowing every rule in advance, but about being agile, learning fast, asking the right questions, and building solutions in real time. That lesson is captured powerfully in Lord Denning’s words: “God forbid that a lawyer knows all the law; a good lawyer is one who knows where to find the law.”

Working across jurisdictions with differing legal frameworks meant that the ability to deliver came not from rote knowledge, but from resourcefulness, adaptability and the ability to mobilise the right expertise at the right time. It was a process of iteration and constant learning, under pressure, with real commercial consequences.

More importantly, these experiences defined for me the true role of the in-house legal function. I came to see that our value lies not only in delivering legal advice, but in shaping outcomes for the business. Being trusted to participate in complex decisions and to balance legal risk against commercial reality, fundamentally changed how I understood my role. That shift, from legal adviser to strategic business partner, has stayed with me ever since. It taught me that the most effective in-house lawyers do more than identify risks; they propose and implement solutions that allow the business to move forward, close deals successfully, while protecting its interests.

In what ways do you see the role of the GC changing over the next 5–10 years?

I believe the GC role will continue to evolve from a narrow focus on legal risk management to a broader mandate of enabling enterprise resilience and trust.

While technical legal expertise will remain foundational, GCs will increasingly be responsible for governing how organisations operate in an environment defined by heightened regulatory scrutiny, rapid technological change, and growing stakeholder expectations.

In practical terms, this means GCs will increasingly be expected to lead on broader governance issues, including ESG and sustainability obligations, data protection and privacy, governance of AI and other emerging technologies. Ultimately, the future GC will be defined not just by legal judgment, but by the ability to navigate uncertainty and enable innovation, leveraging technology, data, and AI to deliver faster, more predictive, and more commercially aligned advice.

What qualities do you believe distinguish truly impactful GCs from good ones?

Impactful GCs understand the business and its operating environment deeply, exercise strong commercial judgment, and have the courage to give clear, timely advice. They cut through complexity, translate seamlessly between legal and business priorities, and earn trust by being pragmatic, consistent, and aligned with the organisation’s goals.

How do you balance the pressures of your role with personal wellbeing and resilience?

I have come to learn that resilience is not about absorbing unlimited pressure, but about prioritising effectively, and building the right support system. To balance the pressures of my role with my personal wellbeing, I had to become deliberate about how I manage time, delegating appropriately, carving out time to rest and live without guilt, so I can perform sustainably.

I also now see wellbeing as a leadership responsibility; how I manage myself sets the tone for the quality and consistency of my work.

If you could change one perception about the in-house legal profession, what would it be?

Honestly, there are a number of perceptions I would like to change about the in-house legal profession. However, if I were to pick one, it would be the notion that in-house lawyers are not “real” practicing lawyers or that the role is somehow less demanding than private practice.

In my experience, the demands on in-house counsel are equally, if not more, rigorous. The work requires long hours, often without weekends, sustained judgment under pressure, and responsibility across a broad spectrum of legal and commercial issues. In-house lawyers are deeply embedded in the business, involved from strategy formation through to execution, and accountable for decisions with real operational and financial consequences.

The role demands not only strong legal capability, but also commercial awareness, adaptability, and the ability to manage risk in real time, often without the luxury of narrow specialisation.