Introduction
In this episode of Higgs LLP in conversation with, Partner James Modley speaks with George Roberts, Head of Legal at Norton Motorcycles. George shares insights into his career journey, Norton’s ambitious global plans, and what it takes to lead effectively in today’s fast-moving legal and automotive sectors. The discussion covers leadership, managing risk, personal growth, the role of AI, and the importance of people in building successful teams.
Transcript
Please note this transcript is an automatically generated summary and may contain inaccuracies.
Introducing George Roberts
James Moley:
Thanks for joining us, and welcome to Higgs In Conversation With. This podcast is designed to dive into the minds of some of the most successful individuals in senior positions within leading UK businesses. It aims to provide a peek into their lives, both personally and professionally.
My name is James Modley, and I’m a Partner in the Dispute Resolution team at Higgs LLP. I’m really excited to introduce you today to George Roberts.
George has a wealth of experience in the automotive legal sector, having worked as General Counsel and Compliance Officer at Volkswagen Group Ireland. He’s now returned to our shores to be Head of Legal at the prestigious brand Norton Motorcycles.
Norton can trace its history all the way back to the 1900s in Birmingham. It’s changed shape over the years, but it’s now back after being relaunched by the Indian motorcycle giant TVS Motor Company, with some very exciting plans ahead - which I’m sure George will tell us about.
So, George, enough about me. Welcome, and thank you so much for joining us today.
George Roberts:
Thanks, James. Good to be here and good to see you again.
George’s role at Norton Motorcycles
James Moley:
We’ll kick off. Tell me and the viewers who you are, what your job role is, and what you do on a daily basis.
George Roberts:
Sure. As you said, I’m the Global Head of Legal for Norton Motorcycles. I’m actually quite new to the role—this is my 11th week so far.
Like many Heads of Legal, I’m responsible for the full suite of legal risks—the legal risk catalogue, if you like. My role is to make sure that we support the business in hitting its commercial objectives, which, as you’ve already mentioned, are quite exciting for Norton.
It’s a fantastic, iconic brand, and one I’m absolutely delighted to be working for. You’ll remember me coming in on my motorbike when we were both at Shoesmiths many years ago. I’m a motorcyclist at heart, so this role really is a passion project for me.
James Moley:
A perfect fit, George. We’ve touched upon Norton, and I know you’ve only been there for 11 weeks, so very new. Tell us about the company and how legal fits into that.
George Roberts:
The company’s got some really strong growth aspirations. It wants to be a world-leading premium motorcycle OEM—that’s our mission statement. Norton’s history spans over 100 years, and during my interview process with TVS, one key theme was that we’re building a brand for the next hundred years.
For me personally, Norton is so iconic. My father’s well into his bikes and always talked about Nortons—the old Norton Manx. They won the TT several times and were a giant of British engineering.
From a legal perspective, we’ll need to support those ambitious growth plans. Currently, we’re only selling UK-homologated bikes, but we’re releasing new models for the global market in the coming weeks and months.
That means moving from a UK-centric business to a global one, and the legal risks that come with operating in India, Europe, or the US are very different. It’s an exciting time, and I’m building a best-in-class legal team to support Norton through this growth phase.
Managing legal risk on a global scale
James Moley:
From a risk perspective, managing that globally must be challenging. How does legal work with the business to set the right level of risk so that it’s not just saying “no”, but finding ways to make things happen responsibly?
George Roberts:
I’ve always taken a very commercial view on legal risk. There’s no such thing as a zero-risk approach, and businesses that try to achieve that are on to nothing. Our job is to mitigate legal risk as much as possible.
When you look at a global risk catalogue, there are hundreds of issues. The key is to prioritise, because resources and legal spend are finite. Senior legal counsel are paid to make those key decisions—to address the most important risks.
We won’t always get it right. I came from Volkswagen, where the Dieselgate scandal was a reminder of what happens when things go wrong. But like a phoenix from the flames, you can rebuild and improve functions to tackle challenges.
Maturing as a lawyer is about not panicking—keeping level-headed, understanding whether something is truly a risk, and not overreacting. Junior lawyers can be quick to panic, but experience teaches you to step back, think, and mitigate appropriately.
Norton’s return to the West Midlands
James Moley:
You’re based in Solihull, right?
George Roberts:
That’s right. We build bikes in Solihull at the moment. It’s a new, purpose-built, high-tech factory. As a motorcyclist, it’s a real joy—I sometimes ride my Norton to work, and you can hear the bikes being tested off the line. It’s fantastic to see production happening again where it all began over a century ago.
James Moley:
We’re both from the West Midlands, and it’s great to see that investment staying here. It’s brilliant for the local economy and something we should be proud of.
Optimal performance and leadership
James Moley:
You’ve had some top roles, George. What do you class as optimal performance for someone in your position?
George Roberts:
Technical ability is important, but I’d highlight softer skills: being approachable and authentic. You can have the most technically brilliant lawyer in the office, but if they’re not approachable, people won’t ask them questions—and that increases risk.
I build legal functions that are open, supportive, and act as sounding boards. Being authentic also means admitting when you don’t know something. It’s better to say, “I’ll find out,” than to bluff.
Commercial awareness is another key skill—it’s about asking the right questions, understanding what keeps your stakeholders up at night, and figuring out how legal can help.
Non-negotiables for success
James Moley:
What are your three non-negotiables for success?
George Roberts:
First, high standards—everything we produce should be professional, from an email to a board presentation.
Second, commercial pragmatism—senior lawyers need to be commercial people who apply a legal lens to business problems.
Third, integrity and honesty—do what you say you’ll do and be open about what you don’t know.
Mistakes and growth
James Moley:
Let’s talk about mistakes—good or bad?
George Roberts:
They’re a vital part of development. When you’re junior, mistakes feel disastrous, but as you get more senior, you realise they’re essential for growth. The key is not to repeat them.
You need an error-tolerant culture—otherwise people won’t grow. We’re human; we’ll make mistakes. We’re not surgeons saving lives, but we should learn from them and keep moving forward.
Leadership and management
James Moley:
What makes a great leader?
George Roberts:
There’s a difference between a manager and a leader. A manager focuses on KPIs and day-to-day operations. A leader sets the vision and inspires others to make it their own.
When your team starts repeating your values—like responsiveness, approachability, and authenticity—you know you’re leading effectively.
Leadership style
James Moley:
What’s your leadership style?
George Roberts:
Non-hierarchical, caring, authentic, and demanding in the right way. Everyone has a right to speak up. People have lives outside work, and I try to respect that balance. But I do have high expectations—it’s about trust and setting the tone.
Are leaders born or made?
James Moley:
Are leaders born or taught?
George Roberts:
It’s a bit of both. Some people naturally have leadership traits—you see it even in kids playing football. But leadership can also be developed through experience.
What’s key is adapting to changing generations and expectations. Leaders who get stuck in the past will struggle.
Imposter syndrome
James Moley:
Imposter syndrome—real for you?
George Roberts:
Yes, though I dislike the term “syndrome” because it sounds pathological. It’s a natural feeling that everyone experiences. I’ve never met a senior leader who doesn’t feel it.
It’s a good sign—it shows you’re pushing yourself and growing. When you feel too comfortable, you’re not developing.
Industry trends and AI
James Moley:
What trends do you see shaping your industry?
George Roberts:
Digitisation and AI are huge. Motorcycles tend to trail cars by about five years, but connectivity is coming—smart systems, digital interfaces, and global accessibility.
For Norton, that means providing a fully connected, digitised product for riders across the world.
James Moley:
And AI—how are you using it?
George Roberts:
I’m a big proponent of AI. We use it for contract reviews, document management, and data protection work. It saves time and budget.
That said, the market’s saturated with tools, many of which don’t add real value. AI should supplement lawyers, not replace them. It democratises intelligence, but emotional intelligence—the EQ side—will always belong to humans.
Working with external lawyers
James Moley:
What do you look for from an external provider?
George Roberts:
Relationship building. The best lawyers understand our business, our challenges, and what keeps us up at night. They invest in the relationship, not just the matter.
Concise advice is key too—get to the point early, because in-house counsel often only read the first few lines!
This information is for guidance purposes only and does not constitute legal advice. We recommend you seek legal advice before acting on any information given.
