Higgs LLP in conversation with Annelies van der Wel, General Counsel for MainTel

Introduction

Today, I'm delighted to be joined by Annelies van der Wel, General Counsel at MainTel, one of the UK's leading managed technology and communications providers.

Transcript

Please note this transcript is an automatically generated summary and may contain inaccuracies. 

Welcome to Higgs in Conversation With, our series exploring the careers, leadership styles and experiences of senior business leaders.

Annelies has built an impressive legal career across private practice and in-house roles before becoming General Counsel at MainTel, where she has led the transformation of the legal function. Today we'll be talking about leadership, legal innovation, building high-performing teams and the lessons she's learned throughout her career.

Building a career in law

Annelies van der Wel:

My route into law wasn't necessarily straightforward, but every role taught me something different. I started in private practice before moving in-house, which gave me the opportunity to work much more closely with commercial teams and become involved in business decisions rather than simply advising on legal issues.

I've always enjoyed understanding how businesses work and helping them achieve their objectives while managing risk. That commercial element is what really attracted me to an in-house career.

Looking back, every move has helped me develop, even when it felt uncomfortable at the time.

Becoming General Counsel at MainTel

Joining MainTel as General Counsel was a significant step in my career.

It was my first General Counsel role, which naturally felt daunting, but it was also an opportunity to build something.

When I joined, the legal function needed transformation. There was work to do in rebuilding stakeholder confidence, improving morale within the team and demonstrating the value that legal could bring to the wider business.

Over the last year we've introduced a clear strategy, invested in technology, improved our processes and, most importantly, built a fantastic legal team that works collaboratively with the business.

I'm incredibly proud of what we've achieved together.

Building a modern legal function

Legal teams can't simply sit on the sidelines anymore.

Our role is to help the business move forward safely and efficiently. That means understanding commercial priorities, communicating clearly and making legal advice practical and actionable.

One of the biggest changes we've introduced is making legal far more accessible to the business. We want people to involve us early, rather than seeing legal as a blocker.

By improving our processes and creating clear ways for colleagues to engage with us, we've been able to build much stronger relationships across the organisation.

Technology and AI

Technology has transformed the way legal teams work.

We're continually looking at ways to automate repetitive tasks, improve contract management and free up time for the work that genuinely requires legal expertise.

Artificial intelligence is becoming increasingly important.

AI can help with research and drafting, but it doesn't replace judgement. The real value lawyers provide is applying experience, understanding commercial context and helping businesses make informed decisions.

Technology should enhance legal teams rather than replace them.

Taking risks

Some of the biggest moments in my career have come from taking risks.

Joining BT during COVID was a huge change. I didn't meet many of my colleagues in person for months after starting.

Later, moving to MainTel to become General Counsel was another leap into the unknown.

Looking back, those decisions taught me the most.

Every time you move outside your comfort zone, you learn something new about yourself.

For me, continuous learning is incredibly important. I don't ever want to feel like I'm standing still.

Learning from mistakes

Making mistakes is something people often worry about. Is it something to fear?

Not at all.

It's uncomfortable while you're experiencing it, particularly as lawyers often have perfectionist tendencies.

We're naturally inclined to replay conversations and think about what we could have done differently.

However, mistakes are where learning happens.

If you reflect on them, adapt and improve, they become one of your greatest development tools.

None of us enjoy making mistakes, but without them we simply wouldn't grow.

Building high-performing teams

Trust is fundamental.

My team know I trust them completely and that I'll always support them.

I don't believe in micromanagement. I want people to feel empowered while knowing I'm available whenever they need guidance.

I'm also open about my own challenges. I don't pretend to know everything, and I think showing that human side encourages openness across the team.

Flexibility is equally important.

Everyone has responsibilities outside work, and treating people like adults creates an environment where they perform at their best.

Alongside that, I set high standards.

People tend to rise to the expectations around them, and I'm fortunate to work with an exceptional legal team.

What makes a great leader?

Three qualities stand out for me.

Strategy

People need to understand where the organisation is heading and how their individual role contributes to that vision.

Empathy

Understanding different perspectives is essential.

Whether you're leading a team or negotiating with a customer, empathy helps you build stronger relationships and better outcomes.

Resilience

Leadership inevitably involves setbacks.

Resilience isn't simply about carrying on regardless. It's about recognising when you're under pressure and knowing what helps you recover—whether that's exercise, rest, fresh air or reconnecting with your purpose.

Staying the course during difficult periods is one of the most valuable leadership qualities.

Are leaders born or made?

I think it's both.

Some personality traits naturally lend themselves to leadership, but leadership can absolutely be learned.

I've completed several leadership programmes throughout my career, and although much of it feels like common sense, they provide useful frameworks that you can apply and share with your teams.

I've also been fortunate to work for some exceptional leaders.

Watching how different people lead has taught me just as much as any formal course.

Imposter syndrome

I absolutely experience imposter syndrome.

I suspect many lawyers do.

Perfectionism often goes hand in hand with questioning whether you're good enough.

Sometimes imposter syndrome simply means you need reassurance or a good night's sleep.

Other times it motivates you to prepare more thoroughly and push yourself further.

In that sense, it can actually become a positive force.

I also think many people assume everyone else has complete confidence when, in reality, they're probably feeling exactly the same.

Greatest achievement

Professionally, my proudest achievement has been transforming the legal function at MainTel.

Within a relatively short period we've rebuilt confidence, improved relationships across the business, implemented new technology and created a highly engaged legal team.

It's been an intense journey, but one I'm incredibly proud of.

Working with external legal advisors

The most valuable external advisers bring far more than technical legal knowledge.

I want advisers who understand our business, think commercially and provide practical recommendations.

With AI becoming increasingly capable of finding legal information, the real value comes from judgement, experience and helping clients make confident decisions.

That's what truly differentiates great advisers.