Montasser Elmasry, Legal & Compliance Manger at Cemex in Egypt, reflects on how the role of the modern GC is being redefined from risk gatekeeper to strategic architect.
What has been the most defining moment of your career as an in-house lawyer so far?
The most defining moment was transitioning from private practice into the in-house legal environment within telecom. This shift required moving from a purely legal mindset to a business-oriented approach – especially in handling BTS site agreements, negotiating commercial contracts, and managing operational legal risks.
One key experience was leading a sensitive negotiation that balanced legal protection with business continuity, reinforcing my role not just as a lawyer, but as a business enabler.
In what ways do you see the role of the GC changing over the next 5–10 years?
The GC role is evolving into a strategic leadership position within the organisation. It is no longer limited to legal oversight, but increasingly focused on business strategy, risk foresight, and enabling growth.
Technology and AI will reshape legal operations, while governance, compliance, and ESG expectations will further expand the GC’s influence. Ultimately, the future GC is a business leader, strategist, and risk architect – not just a legal advisor.
How do you foster innovation and agility within your legal team?
I foster innovation through three pillars: mindset, process, and tools.
Encouraging a business-partner mindset, simplifying legal processes through templates and playbooks, and leveraging legal technology all contribute to greater agility. Most importantly, creating a culture of trust empowers the team to suggest improvements and take initiative.
What qualities do you believe distinguish truly impactful GCs from good ones?
Impactful GCs go beyond legal expertise to deliver business value. They combine strategic thinking, commercial awareness, leadership influence, proactive risk management, and adaptability.
They are not just advisors – they are trusted business partners who shape decisions and enable growth.
How do you balance the pressures of your role with personal wellbeing and resilience?
Balance comes from prioritisation, discipline, and perspective. I focus on high-impact tasks, manage time effectively, and ensure clear boundaries when needed.
Maintaining resilience also comes from continuous learning, physical well-being, and staying grounded under pressure – ensuring sustainable performance, not short-term output.
If you could change one perception about the in-house legal profession, what would it be?
I would change the perception that in-house lawyers are simply support functions or deal blockers.
In reality, they are strategic partners who enable business, prevent risks before they arise, and contribute directly to commercial success and continuity.
One final closing thought – the in-house legal role today is no longer about saying “no” – it is about finding the best possible “yes” in a safe, structured, and business-aligned way.
