“The volume and pace of transactions require a legal team that can anticipate issues and respond quickly without compromising on quality.”

In a high-velocity cybersecurity environment, legal must move as fast as the business. Salome Chigubu, Senior Legal Counsel at SecurityHQ in South Africa, explains how anticipating issues and enabling complex transactions is now central to the role.

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

My most defining career moment was the realisation that being an effective in-house lawyer is not about knowing the law, but about applying it in a way that creates measurable business value.

In a managed security services environment, the law is only one part of the equation. The real impact comes from understanding how the business operates, how revenue is generated, and where legal input can remove friction rather than create it. For example, in complex MSSP and tripartite contracting structures, the challenge is not simply legal accuracy, but aligning commercial models, billing flows, risk allocation, and operational delivery in a way that enables the deal to close.

That shift in mindset, from legal adviser to business partner, changed how I approach my role. It became less about identifying issues and more about presenting workable solutions. It also reinforced the importance of building strong relationships with internal teams and external stakeholders, so that legal input is sought early and trusted as part of the decision-making process.

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

The role of the GC has already moved beyond a traditional legal function and will continue to evolve into a central operational and strategic role within organisations.

In sectors like cybersecurity, where services are complex and highly dependent on technology platforms, the GC is increasingly involved in shaping how the business operates. This includes structuring scalable contracting models, aligning legal frameworks with revenue recognition, and ensuring that risk is managed in a way that does not slow down growth.

With the advancement of AI and automation, the expectation is no longer just legal oversight, but active participation in building efficient systems. GCs are becoming architects of process, working closely with sales, operations, and technology teams to ensure that contracting, compliance, and delivery models are aligned and scalable.

Over the next 5 to 10 years, the most effective GCs will be those who can bridge legal, commercial, and operational thinking, and who are comfortable influencing decisions at an executive level.

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

In a high-demand environment like MSSP, agility is not optional, it is essential. The volume and pace of transactions require a legal team that can anticipate issues and respond quickly without compromising on quality.

We focus on being proactive rather than reactive. This means identifying recurring friction points in our contracting processes, such as misaligned payment structures or unclear service scopes, and addressing them upfront through improved templates, playbooks, and internal alignment.

A key enabler of this is collaboration. Our GC has created an environment where ideas can be openly shared and tested, and where the team is encouraged to think beyond traditional legal boundaries. This allows us to develop practical solutions, whether that is refining how Service Orders operate within an MSSP framework, or aligning legal processes with tools like CLM platforms to improve speed and consistency.

Importantly, we are extending this collaborative approach beyond the legal team and into the broader organisation. By working closely with sales and operational teams, we ensure that legal is embedded in the process, rather than acting as a gatekeeper at the end.

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

An impactful GC is defined not only by their legal expertise, but by their ability to build capability within their team and influence the organisation more broadly.

Strong leadership in this context means creating an environment where the legal team is empowered to think commercially, take ownership, and contribute meaningfully to business outcomes. It also means investing in systems and structures that allow the team to operate efficiently and consistently, particularly in complex environments like cybersecurity services where consistency in contracting is critical.

An impactful GC also understands that leadership is not about replication. It is about developing individuals with different strengths and perspectives, and enabling them to succeed in their own right. This is particularly important in a global MSSP environment, where teams operate across jurisdictions and must navigate varied legal and commercial landscapes.

Ultimately, the most effective GCs are those who combine deep expertise with the ability to teach, guide, and influence, both within their teams and across the business.

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

One perception I would change is the idea that legal teams are blockers or purely administrative functions.

In reality, in-house legal teams are strategic partners that play a critical role in enabling the business to operate effectively and grow sustainably. In an MSSP environment, this is particularly evident. Legal is central to structuring agreements that accurately reflect how services are delivered, how risk is managed, and how revenue flows through partner ecosystems.

When legal is engaged early and works collaboratively with the business, it accelerates outcomes rather than delays them. It ensures that deals are not only closed quickly, but are also robust and scalable.

Organisations that recognise and leverage legal in this way tend to operate more efficiently, manage risk more effectively, and build stronger, longer-term relationships with their customers and partners.