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Recently, Adv. Carl Timothy, General Counsel and Company Secretary, sat down with members of the Corporate Communications team for an in-person Q&A, where he shared insights from his leadership journey, his perspective on governance and legal partnership at Ford, and what continues to motivate him personally.
In the first in the series in 2026, Five Questions with a Ford Leader, Carl Timothy reflects on returning to Ford from a short stint at another OEM with fresh perspective, balancing risk with progress, and leading with intention and integrity. Join us for a candid conversation exploring the principles that guide his leadership and the role of legal stewardship in shaping Ford’s future:
1. You began your career as an advocate and later transitioned into an in-house role as Legal Counsel. What motivated that shift?
There are several reasons why I chose the path of in-house Counsel over private practice. Initially, my decision was informed by risk. I’m a risk-averse person (which ironically fits well with being a lawyer) and I value the consistency of receiving a pay check as opposed to relying on billable hours, as well as the opportunity for a better work life balance. As I became more embedded in my role, my motivation evolved. The in-house environment allowed me to diversify my knowledge and skills across various areas of law and business functions. It also enabled me to define a clear path toward leadership roles such as General Counsel, while collaborating closely with senior leadership and contributing meaningfully to the strategic goals of the organisation.
2. How do you practically apply the Ford OS Behaviours in your role and across the teams you support, especially when navigating complex or high-stakes decisions?
I focus first on the problem that needs to be solved (Do what matters), starting with a clear understanding of the brief. I focus on the facts as this enables a proper understanding of the problem to provide sound advice (Seek to understand).
As OGC, we collaborate closely with colleagues across all other departments to resolve issues (Solve together). OGC uses its best endeavours to find practical solutions by taking smart, compliant risks (Bias for Action).
We plan carefully how to execute each brief and continuously monitor delivery (Own it), while holding ourselves to a high standard to ensure quality outcomes (Deliver it).
3. What does modern legal leadership look like to you, and how do you empower your team to be business partners rather than just advisers?
Modern Legal Leadership, in my opinion, has transformed the legal function from being hierarchical and risk -averse to one that is collaborative and strategically aligned with the business objectives. Hence, even OGC must tie its objectives to the objectives of the business and the broader organisation.
I encourage my team to understand the business, fully grasp the facts and proactively find solutions (where possible) that enable the organisation to meet its objectives while remaining compliant. This also requires agility in responding to instructions and queries.
4. People often notice your sense of style. How important is professional presence and self-presentation to you as a leader?
I believe that first impressions are lasting ones. Putting your best foot forward includes grooming and presentation, which makes professional presentation extremely important to me - it’s part of my personal brand. Beyond that, I am genuinely passionate about clothing, and I see style as an extension of confidence and self-expression as a leader.
5. Rapid Fire – Adv Carl Timothy:
- Early bird or night owl? Early Bird
- Sweet or savoury? Savoury
- Summer or winter? Summer
- Matcha or espresso? Espresso
- Netflix or YouTube? Neither just sport
- City life or countryside? Citylife
- Spicy or mild? Spicy
- Sneakers or formal shoes? Depends on the outfit