Building a legal function from the ground up isn’t for the faint‑hearted – but it is exactly where Karley Cheesman thrives. As Group Legal Director and Company Secretary at Allergy Therapeutics, Karley has spent the past four years turning a blank sheet into a fully fledged Group Legal team that supports a fast‑moving biotech across jurisdictions, disciplines and time zones.
In our latest edition of In‑House Legal Journeys, Karley shares how “immersive learning” – from observing NHS CT scanners in use to getting hands‑on with complex market reporting – shaped her commercial approach, why trust across the business beats “black‑and‑white” legalism, and how a velvet‑glove style of leadership has influenced her own. Expect practical insights on balancing accessibility with strategy, translating risk into value (via a rather good ‘luxury‑watch’ analogy), and staying calm when others might shout. If you’ve ever been told “we’ve always done it that way”, Karley’s perspective offers both permission and a plan to do it better – while keeping your sense of humour intact.
Can you please introduce us to Allergy Therapeutics and its work?
Allergy Therapeutics is a biotech company that specialises in allergy immunotherapy – essentially, helping people manage and treat their allergies rather than just masking the symptoms. We’re listed on AIM and have around 600 people across the UK and Europe.
The company started out as a management buy‑out from GSK, which says a lot about the belief our people had (and still have) in what we do. Our main manufacturing site remains inside the secured GSK area in Worthing – a little quirk of history that always surprises people!
We’ve grown steadily over the years, sometimes through acquisition – bringing on businesses and expanding into new markets. There’s a real sense of purpose here. We’re passionate about the science, but also about making a real difference for people who live with allergies every day.
What led you to join the company?
I actually went for a different role here first but withdrew – the original role simply didn’t have the breadth or challenge I was looking for. Then the recruiter came back to me with something unexpected: a brand‑new role – Head of Legal and Compliance – a corporate role that had never existed in the business before.
It was a group‑wide position, meaning I’d support the company as a whole, and for me, that was it. The chance to build something from scratch, with no set expectations but huge potential to make an impact – that’s exactly what excites me.
I’ve always loved roles where the possibilities are wide open. It’s a bit like climbing a mountain – the higher you go, the more you see, and the more opportunities reveal themselves. And when you reach the top, you look out, take it all in… and then start thinking about the next peak.
What has made it a good fit for you?
One of the things I’ve loved most is the mix of people I get to work with – different countries, cultures, languages, and a huge variety of roles, from scientists and pharmacovigilance teams to lawyers, engineers, and manufacturing staff. That kind of diversity brings a richness to the company that you feel every day.
The role itself is also the most varied I’ve ever had. No two days are the same. One day it’s health and safety, the next it’s employment law or a governance issue. I remember telling the CEO early on that I was finding things I could do everywhere I looked. He told me to stop looking and focus on one thing – but when you’re excited about change, it’s hard to look away!
I joined as Head of Legal and Compliance, but over the past four years the role has grown and evolved – with no pushback, just trust. I’ve combined legal and company secretarial, and now we’re building something new again: a group legal function that serves the entire business, not just individual subsidiaries. It’s been a journey of building, shaping, and making something that didn’t exist before – and that’s exactly where I thrive.
How has the organisation supported your professional growth?
When I first joined, my role was focused on building out a new anti‑bribery and compliance framework. But it quickly grew – I found myself supporting UK leasehold property matters, getting involved in global contract negotiations and disputes, then advising on GDPR, phishing risks, and distribution contracts.
Over time, I took on the Company Secretary role too, and things just kept evolving. Suddenly I was working on AIM market reporting, intellectual property, funding rounds, and acting as one of the day‑to‑day leaders of the business. That shift required more than just legal knowledge – it meant thinking commercially, aligning with the company’s goals, and helping shape how we get there.
Throughout it all, the company has backed me. I’ve had access to legal platforms like LexisNexis and PLC, learning tools like MBL, and strong external legal partners – but also huge trust. If I’ve asked for training or support, the answer has always been yes. Our CEO once said I was the easiest executive team hire he ever made because, when he asked if I was ready, I simply said: yes. That support has provided continual opportunities to grow.
You’ve always worked in-house. What challenges have you tended to come up against?
The recurring challenge has been the perception that legal teams aren’t commercial, or that they’re somehow separate from the ‘real business’. There’s also the question of how you learn a new industry.
I’m an immersive learner. When I joined Siemens, I went to see a newly installed CT scanner in use at an NHS hospital. I sat with the product specialists to understand how it worked in practice – not just to grasp the tech, but to negotiate the contracts that supported it. I like to understand how the clock works, not just what time it is – and I’ve carried that mindset into every role since.
There’s an education piece that comes with being in‑house. You’re advising across the business, often at pace, and people don’t always realise the depth or rigour involved. Over time, relationships and good outcomes build trust – especially when people see you care about why you’re doing something, not just what.
And the highlights so far?
There’s always someone who thinks you can’t do it – because you haven’t worked in the industry before, didn’t go to the ‘right’ school, or don’t speak the same way. There’s also the classic: ‘We’ve always done it this way and it’s never been a problem.’ You can use flint to start a fire, but I’d still prefer a lighter.
Changing industries is hard. I’ll never forget staring at a complicated NHS contract and feeling completely overwhelmed. But then you settle in. You read it over and over. You lean on colleagues. You remember the CT suite you sat in on, watching the product in action. And slowly it clicks.
Taking on the Company Secretary role brought a new dimension: advising at the highest levels, being part of decisions most colleagues will never see, and connecting strategy with day‑to‑day activity. Becoming part of the executive team has been a highlight.
Standout projects include a year‑long negotiation of a £120 million contract that made the news, preparing for a physical due diligence room, and funding rounds with 4 a.m. finishes. There are also the quiet wins: the conversations and decisions no one sees.
Why might now be a good time for someone to join you?
It’s an exciting time to join Allergy Therapeutics – not just because of growth, but because of the transformation we’re driving in how we operate as a legal function.
We’ve created the first ever Group Legal team, so we’re building from the ground up. It’s not about supporting one subsidiary or market – the function works across the whole group. That brings huge variety: contracts, compliance, governance, disputes, data, strategy. No two days are the same – and we’re still small enough that everyone rolls up their sleeves.
Someone joining now will help shape that direction. We’re not hiring into a well‑oiled machine; we’re asking someone to help build it. The business is also expanding internationally, investing in innovation, and improving systems and processes – so you’ll see high‑impact, cross‑border work.
What’s the working pattern in your team, and what works best for you?
I work dynamically depending on what’s going on, and that can mean very different days from one week to the next. Some people like a clear 9 to 5, others prefer flexibility – most of the time we can accommodate different styles; it’s about working together and getting the job done.
The department is brand new. I’ve worked solo for a long time, so we’re creating this from scratch – with the opportunity to shape what works for us, rather than fitting into something already decided.
Who’s influenced your career the most?
I’ve tried to take something from every experience, including examples of how not to lead. Early on, Ejaz Ali trusted me, encouraged me to swim in the deep end, and defended me when it mattered – that kind of confidence sticks.
Later, Nancy West modelled presence without ego. She truly listened, never led through fear, and inspired a team that would go anywhere for her.
Most profoundly, James Haddleton has shaped my professional and personal growth. He has consistently encouraged my love of learning, opened his network, and been the first call for thorny issues and good news alike. He also reminds me to pass it on – to make time for others and give back to the profession.
If you could speak to your younger self before starting out, what would you say?
I’m quietly proud of her. She made me who I am. She worked hard, learned, changed her mind when needed, and stuck by her morals. Nine times out of ten, she made the right call – even if it took time to get there.
I’d tell her to keep trusting her instincts and keep pushing through the challenges – and I’d be curious what the me ten years from now would say to me today.
What’s a belief you’ve completely changed your mind about since starting your career?
I used to think the law was all about rules and black‑and‑white answers – that mastering the legislation or drafting would be enough. Over time, I’ve learned it’s about people, relationships, commercial realities, and adaptability. The best advice balances risk with business need, knows when to push back, and when to find a creative solution.
How do you keep up with legal developments while managing a busy role?
A lot of it is on the job – reading as issues arise and learning by doing in a varied in‑house role. I stay proactive too: conferences when I can, updates from Lexology and LexisNexis, MBL seminars, and insights from external law firms. Regular conversations with my network – legal and non‑legal – are invaluable, especially in cross‑cutting areas like ESG and cyber security.
What’s the most unexpected piece of wisdom you’ve learned in your career?
‘Desiderata’.
A wedding guest wrote this title in our card and told me to read it, and it stuck. It challenges the combative mindset we often expect in law: “As far as possible, without surrender, be on good terms with all persons,” and “speak your truth quietly and clearly, and listen to others.”
One line that resonates: “You are a child of the universe, no less than the trees and the stars; you have a right to be here.” You don’t have to shout to be effective – calm clarity can be more powerful.
How do you balance being accessible with protecting time for strategic thinking?
They’re complementary. Strategic thinking is part of my responsibility to the business. When colleagues approach me with requests, I consider the immediate task and how it aligns with board objectives and wider initiatives. Where there’s a mismatch, I explain the bigger picture and agree priorities.
Post‑Covid, back‑to‑back meetings can squeeze the work itself, so I block focus time in my diary like any other meeting. Urgencies still happen, but separating true fires from things that simply feel urgent helps.
How do you balance being a trusted adviser with having to say “no”?
The point of being a trusted adviser is that sometimes you have to say ‘no’. That builds trust because the advice is independent and honest. The key is ensuring people understand the ‘why’ – that the ‘no’ is grounded in sound reasoning and the company’s best interests. When people respect your judgment, they keep coming back for your perspective.
What’s your approach to explaining complex legal issues to non-lawyers?
I use analogies tailored to the audience. To explain the value of compliance, I’ve used the luxury‑watch example: with its original box, paperwork, and service history, it’s worth more and appeals to more buyers. Without those, value and market appeal drop. It reframes compliance as value preservation, not red tape.
How do you stay commercially minded while upholding the legal conscience of the organisation?
I don’t see the two as opposites. I wear several hats – Legal Director, Company Secretary, and executive team member – so advice is holistic and grounded in strategy, operations, and legal realities. The ‘luxury watch’ analogy fits here too: documentation and governance increase value and resilience.
Most annoying phrase you’ve heard in the workplace
“We’ve always done it that way.” It signals a reluctance to evolve. There’s always room for progress and improvement – the mindset should be to move forward.
