An interview with Othman Azzouzi, Head of Legal at Network International in Morocco.
What has been the most defining moment of your career as an in-house lawyer so far?
The most defining moment was realising that being an in-house lawyer isn’t just about managing legal risk, it’s about shaping the business strategy. I had a moment where I was no longer “the lawyer who reviews contracts,” but a real business partner influencing product design, regional expansion, and regulatory engagement. That shift from reactive legal advice to proactive strategic input completely redefined how I approach my role.
In what ways do you see the role of the GC changing over the next 5–10 years?
Over the next 5 to 10 years, the GC will evolve into more of a strategic operator than a pure legal advisor. With AI, data regulation, and geopolitical shifts, legal leaders will have to bridge governance, ethics, and innovation. The GC of the future will sit comfortably between legal, technology, and policy, guiding companies through complexity while enabling growth.
How do you foster innovation and agility within your legal team?
I foster innovation and agility within my team by encouraging curiosity and autonomy. I want them to understand the “why,” not just the “how.” We experiment with legal tech, reimagine workflows, and treat processes like living products that can always be improved. I also push the idea that mistakes are part of innovation, as long as we learn fast.
What qualities do you believe distinguish truly impactful GCs from good ones?
Empathy, foresight, and courage distinguish truly impactful GCs from good ones. Good GCs give sound advice; great ones anticipate the impact of their decisions on people, reputation, and long-term trust. Impactful GCs balance commercial pragmatism with ethical conviction and lead with calm under pressure, turning uncertainty into clarity.
How do you balance the pressures of your role with personal well-being and resilience?
I balance the pressures of my role with perspective and boundaries. Being effective doesn’t mean being available 24/7, it means being intentional. I disconnect, spend time with my family and my dog, and focus on routines that keep me grounded. Resilience isn’t about avoiding pressure; it’s about knowing when to step back and recharge before it consumes you.
If you could change one perception about the in-house legal profession, what would it be?
If I could change one perception about the in-house legal profession, it would be that we’re a cost centre or a control function. In-house lawyers are value creators; we enable innovation, secure partnerships, and build the legal foundations that make growth sustainable. The perception needs to shift from risk avoidance to strategic enablement. The best legal teams don’t slow business down, they make sure it can move faster, safely and intelligently.
