”The best in‑house lawyers are pragmatic enablers who help businesses move forward safely and intelligently.”

Gulfam Hussain, Chief Legal Officer at Edamah in Bahrain shares his perspective on the evolution of the GC role – from technical legal advisor to strategic leader shaping culture, ethics, and long-term value.

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

One of the most defining moments of my career was transitioning from Legal Counsel to Chief Legal Officer and relocating to Monaco managing an international portfolio of assets, working on philanthropic endeavours and being responsible for long term family legacy and succession objectives. 

Early on, success felt like providing technically correct legal answers. Over time, I realised that real impact comes when the business actively seeks your perspective before decisions are made, not after. Earning a seat at the table where strategy is shaped required not just tapping into my legal expertise, but commercial understanding, clear communication, and the ability to assess risk in the overall context and psychology of the parties involved. It fundamentally changed how I view the role of an in‑house lawyer and reinforced the importance of aligning legal advice with organisational objectives or in this case the longer-term objectives of the family office I was working for.

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

I believe the GC role is evolving from a primary focus on legal risk management to a broader mandate that includes strategy, culture, and leadership. Over the next decade, I expect GCs to be increasingly involved in areas such as ESG, digital transformation and AI, data ethics, and enterprise risk. Legal knowledge will remain essential, but it will not be sufficient on its own. We are starting to witness already that the future GC will need to be commercially fluent, technologically curious, and comfortable navigating ambiguity and problem solving. Importantly, the GC will also play a central role in shaping ethical decision‑making and organisational values in an environment of increasing regulation and stakeholder expectations. 

How do you foster innovation and agility within your legal team?

I manage a relatively young team of lawyers who have an innovative mindset, and I learn from them on a daily basis. We focus on creating an environment where curiosity is encouraged, hierarchy does not stifle ideas, and team members feel safe to challenge conventional approaches. Practically, this means simplifying processes where possible, leveraging technology thoughtfully, and embedding the legal team earlier into business initiatives. I also encourage continuous learning whether that’s developing commercial acumen, understanding emerging technologies, or refining communication skills so the team can respond quickly and confidently to new challenges.

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

I have worked with a number of in-house lawyers and what has stood out to me is that good GCs manage risk well, but impactful GCs enable progress while managing risk. The distinction lies in influence, judgment, and leadership. Impactful GCsunderstand their organisation deeply and tailor their advice to the realities of the business rather than abstract legal positions. They are also effective communicators, able to translate complex legal issues into clear, actionable guidance for stakeholders. It’s important to lead by example maintaining credibility through consistency and integrity.

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

For me, it starts with setting realistic boundaries and recognising that sustainable performance matters. I also place high importance on delegation and trust within the team. Outside of work, maintaining perspective by spending time with my family and physical activity helps ensure that I can show up energised with clarity and resilience when it matters most.

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

I would like to change the perception that in‑house lawyers are inherently conservative or resistant to change. In my experience, the best in‑house lawyers are pragmatic enablers who help businesses move forward safely and intelligently. I have had to address and find solutions to problems spanning across almost every area of legal practice. When embedded effectively, in‑house lawyers can help the organisation navigate complexity, anticipate issues, and support innovation while protecting its long‑term interests.