Kath Roberts’ journey to the top of one of the world’s largest global law firms is anything but conventional. Raised in rural West Wales, she has built a career spanning commercial leadership, governance and a steadfast commitment to opportunity, inclusion and the communities that shaped her. Her career is a reminder that global leadership is shaped less by postcode than by judgement, integrity and the ability to bring people together.

Today, she brings that perspective to a global and dynamic professional services organisation. As Chair of Eversheds Sutherland (International) LLP and Co-Chair of the firm’s Global Board, Kath helps oversee the governance and strategic direction of a business that advises many of the world’s largest multinational companies across the globe. It’s a role that requires navigating different legal systems, business cultures and markets without losing sight of the people at the centre of them.

Yet Kath’s influence extends well beyond legal practice. She serves on the firm’s Inclusion Council, is a Trustee of the Eversheds Sutherland Charitable Trust, is a Major Corporate law firm representative on The Law Society Council, a Board member of Maggie’s Cardiff Cancer Centre and a founding member of Monumental Welsh Women, which champions greater representation of women in Wales’ public art. Across these roles, she brings a leadership philosophy that combines commercial pragmatism with a genuine belief that organisations perform best when people from every background have the opportunity to succeed.

We spoke with Kath about the future of global legal services, the changing expectations of multinational clients and the leadership challenges facing boards as they navigate AI, geopolitical risk, talent and trust in an increasingly complex world.

1. What should boards be preparing for now, and where are they still underestimating risk?

It may feel like a particularly turbulent time at the moment, but the reality is that the pace of change we are facing has become the “new normal” for boards. There has barely been a period in the past decade without a major issue to manage, whether that was the legal sector responding to Russia’s invasion of Ukraine, the pandemic, or what is happening in the Middle East. The challenge is not just the event itself, but the speed at which information, and misinformation, now moves. Boards have to be nimble, well informed and close to the right advice – knowing when to seek expert advice beyond the boardroom is key.

2. What will AI change about legal advice? What are clients asking of law firms today that they were not asking five years ago?

Clients are rightly asking how we are using AI, how we can deliver advice more swiftly and efficiently, and where the risks sit. When I joined the profession, we did not even have computers or mobile phones – we’ve come a long way – lawyers have always had to adapt. AI is a dramatic phase of that evolution, but it is still a tool, not the solution in itself. We have all seen examples of lawyers getting into real difficulty because they relied on AI-generated material without checking it properly. That is why the rollout of its usage must be thoughtful, careful and professional.

3. What makes an adviser truly strategic?

It comes back to trust. Of course, the technical expertise has to be there, but clients come to you because you understand their business, their culture and their values. You speak their language, and you help them deliver what they need to as a business. That is where the real value sits: not just giving the legal answer, but bringing judgement, perspective and a relationship that helps the advice to land in the right way.

4. How should law firms evolve as risk becomes more complex?

In an increasingly complex legal world the way we manage risk has never been more important. By way of example with the advent of AI, in addition to training our people on the usage we’re also running sessions to help them adapt to this period of extraordinary change. The firms that really distinguish themselves will be the ones that marry AI usage and legal expertise with exceptional relationship skills. Clients come back because you know their business, you understand their needs, and they trust your judgement. Technology will become a given and the human connection around it will matter even more.

5. If relationships and judgement are the real differentiators, what does that mean for who firms hire and promote, and does this pose a challenge from a social mobility perspective?

For me, there is no tension between giving opportunity and demanding high performance. Social mobility is about doing the right thing, absolutely, but it is also good business. By way of an example, on our own board, I spend time thinking about whether we have people from different jurisdictions, social backgrounds, genders and ethnicities, because that gives you richer debate and better decision-making. The same applies to hiring and promotion. To achieve diversity in your team you have to think about where you are looking for people, how accessible your process is, who is on the interview panel and what support people get once they arrive. It takes time and thought, but the end result is a more diverse and therefore stronger workforce who will deliver better for our clients.

6. How has your own journey shaped your view of leadership and performance?

I am a working-class girl from West Wales, whose parents did not go to university – that’s certainly shaped me and my style of leadership. I believe passionately in a workplace being a meritocracy and encouraging and supporting people with potential and drive who want to get on. Thankfully I’ve spent 30 years in a firm that does just that. Leadership, for me, is about getting to know the people you work with and helping them to achieve their full potential. When that works, it builds resilience, loyalty and a stronger business – it’s a win-win.