That the firm works the way a senior lawyer inside your function would, rather than the way a supplier does. It takes a transaction or a workstream from the general counsel and runs it, reporting at the cadence the team sets; it instructs and manages external or specialist counsel so the general counsel does not have to; and it gives a second opinion on a board paper, a contract position or a structure before it goes in. The principal has run legal functions inside groups of eighteen companies and inside national programs, which is the vantage point the firm brings. For a period of peak load, that capacity is configured through Ongoing Counsel Support; for a single transaction, it is scoped as advisory work.

Yes. A Canadian subsidiary of a UAE group, a UAE venture of a Canadian company, or a joint venture without a lawyer of its own can have the senior legal function on demand: the governance calendar, contracts and approvals, board support, and the judgment to know which matters need specialist counsel and to manage them. It is structured as defined annual counsel capacity or a retainer through Ongoing Counsel Support, agreed after intake, and it runs from whichever office the entity sits nearer to.

Yes. Fauri Law FZE is licensed in the UAE to provide legal services and advises on UAE corporate, commercial and regulatory law directly, from Abu Dhabi. The principal is qualified in common law and in civil law and spent a decade as General Counsel applying UAE and regional law inside the institutions themselves. The practice is corporate and commercial: the firm does not appear before UAE or Canadian courts.

Aerospace, defence and dual-use, from General Counsel roles inside an aerospace cluster and a state-owned naval and defence group: program execution from structuring through certification and OEM integration, government procurement, defence OEM contracting, joint ventures and lifecycle-support agreements, and a €230M program acquisition. Industrial and manufacturing, as Group General Counsel across eighteen companies in six countries: capital projects, supply-chain and technology-transfer agreements, and cross-border M&A exceeding US$500M. Public infrastructure and P3, as counsel to a Government of Ontario agency on its largest rail and transit-oriented programs. Telecommunications and public-company governance, as senior counsel to a dual-listed issuer through a C$20B merger. Financial institutions, on banking compliance and fintech diligence for a large credit union and its digital bank. Real estate and construction, for a developer in Dubai on projects across MENA. And government and sovereign-adjacent groups, from a decade inside them.

Those are the principal’s roles. The firm’s own mandates are set out on this page and on the Toronto page.

The firm identifies them, structures around them, and coordinates the specialist work they require. In a defence, aerospace or dual-use matter that means recognising early where Canada’s Controlled Goods Program, an export permit, US controls reaching into the supply chain, a sanctions screen or the Investment Canada Act’s national-security review will bite, and building the transaction and the timetable so that it clears. Where a registration, licence or clearance has to be obtained, the firm engages and manages specialist counsel in the relevant jurisdiction. In-house, the principal structured and executed transactions under international sanctions, export-control and currency-control frameworks in dual-use aerospace programs, designed a sanctions-compliant acquisition and restructuring framework for a helicopter program, and implemented a group-wide sanctions and compliance system. The firm brings that judgment; it does not promise outcomes on any clearance.

It changes the sequence. Government and sovereign-adjacent counterparties bring their own approval chains, disclosure and reporting requirements, procurement rules and sensitivities about control, and a transaction that ignores them is renegotiated at signing. The principal has been on both sides of that table: counsel to a Government of Ontario agency negotiating master development agreements on the Government’s behalf, and General Counsel inside state-linked groups in the UAE negotiating with governments and regulators. The firm builds those requirements into the structure and the timetable from the start.

Through Ongoing Counsel Support: defined annual counsel capacity or a retainer, configured after intake around the entities, the expected volume and the escalation rules, and confirmed in writing before it begins. Transactions and projects are scoped in phases with a budget agreed before each phase. A second opinion or a defined review is a fixed scope. The firm tells you what a matter involves and what it will cost before it starts; see Fees & Engagement for how the firm scopes and engages.

Yes. Instructing, managing and reviewing the work of external counsel — including large firms on a matter that needs their scale — is a normal part of a general counsel’s role and one the firm takes on for the legal function that does not have the bandwidth for it. The firm acts as second chair, as the client’s reviewer, or as the point of instruction, as you prefer. Specialist and foreign counsel engaged on a matter are instructed on the firm’s recommendation and your approval; the firm does not share fees with them.

Yes. A Canadian company supplying into a defence, aerospace, infrastructure or regulated program meets the same questions from the other side: controlled-goods registration, the flow-down terms in a prime’s subcontract, teaming agreements, the IP and technology-transfer provisions that decide who owns what at the end of the program, and the ownership and control questions a buyer or a government customer will ask. The firm has negotiated those terms from the prime’s side of the table and reads them for you accordingly.

Yes. Board and committee terms of reference, delegations of authority, subsidiary governance frameworks, board papers and minutes, disclosure discipline, and the company-secretary function for a subsidiary or venture that has none. The principal served as board secretary across subsidiaries as General Counsel, and the firm delivers governance to public-company standards whether the entity is listed, private or state-linked.

With the structure, before the entity. Which vehicle, in which jurisdiction, owned how, and what the investment agreement between the two countries now protects if it is structured to qualify. The firm is licensed in both countries and handles both sides directly; the Canada–UAE page sets out the matters that arrive in each direction and the agreements now in force between the two.

The firm does not litigate in either jurisdiction. Where a venture, a contract or a shareholding has gone wrong, it advises on where the institution stands and the corporate and negotiated steps available, and coordinates litigation counsel where a dispute needs it, so that the corporate advice and the litigation strategy are the same strategy. The principal managed disputes and their resolution at institutional scale as General Counsel, which is the experience brought to the strategy rather than to the courtroom.

A conflict check runs in both jurisdictions before any engagement, and the firm declines where it cannot act. The in-house roles described on this page are career history: no client, former employer or confidence from them is identified, and nothing confidential from them is used for any client. Institutions that engage the firm get the judgment those roles formed, not the information they contained.

Possibly not. For a founder-led or privately held company past the revenue line — shareholder matters, a financing, a reorganisation, a sale — the established companies page is written for you, and the same principal answers the phone. This page is for institutions, regulated companies and the legal functions inside them.