Background
GC Elite - GC & Senor Lawyer Directory

“The most effective GCs will be those who can maintain quality and judgement while building leaner, more data-driven and commercially focused legal functions.”

From AI governance to geopolitical uncertainty, Mark Hultum, Head of Legal, Middle East & Africa for Deutsche Bank, examines the forces transforming the General Counsel role – and why commercial judgement will become an even greater differentiator over the next decade.

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

Over the next 5–10 years, I see the role of the General Counsel becoming even more strategic, technology-enabled and central to commercial decision-making. AI will obviously be a major driver: not simply as a tool to automate matters such as legal research, contract drafting/review or compliance monitoring, but as a way to redesign how legal services are delivered, how risk is identified and how the legal function creates value. GCs will need to understand AI sufficiently to govern its use responsibly, balancing innovation with accountability, data protection, governance, ethics and regulatory compliance. AI will also present a significant challenge for the way that GCs develop junior legal talent and future leaders, as certain tasks are increasingly automated or transformed, GCs will need to rethink how the next generation of lawyers develops the depth of experience, judgement and resilience required to advise and lead effectively.

At the same time, continued cost pressure will require GCs to run legal teams with greater operational discipline. That means making sharper decisions about what work should be handled in-house, what should be outsourced, where technology can create efficiencies, and how external counsel are selected, managed and measured. The most effective GCs will be those who can maintain quality and judgement while building leaner, more data-driven and commercially focused legal functions.

The broader environment, and an increasingly complex world, will also demand a more holistic approach to risk. Regulatory complexity, geopolitical uncertainty, sanctions, supply chain disruption, data regulation and stakeholder scrutiny mean that legal risk can rarely be viewed in isolation. The GC will increasingly act across legal, reputational, operational, financial and geo-political risk, helping senior stakeholders make decisions in circumstances where the law/regulation may be uncertain, the facts may be moving quickly and the commercial consequences may be significant.

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

Truly impactful General Counsels distinguish themselves by operating as strategic business partners rather than purely legal advisers. They combine strong technical expertise with commercial judgement, enabling business growth while effectively navigating risk, influencing decision‑making at senior levels, and anticipating legal, regulatory and market developments. They go beyond protecting the organisation, demonstrating resilience and adaptability in complex environments, and driving innovation and efficiency within the legal function. Ultimately, their impact lies in helping to shape decisions, not just advising on them.

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

I have been fortunate to be able to draw upon many years now of private practice and in-house legal experience, working on complex transactions and projects across multiple jurisdictions where the pace, ambiguity and stakes are consistently high. That experience has always taught (or forced!) me to remain calm under pressure, prioritise effectively, and make clear decisions even when the environment is demanding.

I have also learned over time that sustained performance is not possible without protecting personal wellbeing. Family time is central to that balance, providing perspective and keeping me grounded, while focusing on personal health and fitness helps maintain the energy and clarity required for the demands of the role. I am equally very fortunate to work for an organisation with a strong focus on both physical and mental wellbeing, and which reinforces that approach, creating an environment where people are encouraged to perform at a high level while also looking after themselves and each other. And, of course, after many years of suffering as a supporter of Tottenham Hotspur Football Club, resilience has become less of a professional skill and more of a survival instinct!

Author


Mark Hultum

Mark Hultum

Head of Legal, Middle East & Africa
Deutsche Bank
UAE

Details

Search Voices


Portfolio Builder

Select the regions that you would like to download or add to the portfolio

Download    Add to portfolio   
Portfolio
Title Type CV Email

Remove All

Download


Click here to share this shortlist.
(It will expire after 30 days.)