Team size: Two legal teams consisting of 11 and 18 – total 29.

How do you approach managing legal aspects during periods of instability or crises, and how does your legal strategy align with the broader business strategy to ensure the organisation’s resilience?

During periods of instability or crises, I prioritise carefully the key risks to be managed and clear communication, regular alignment sessions across the department. I also have increased focus on work/life balance and people-care for departmental stability. I find that clear, transparent and straight forward information sharing with my team, helps drive understanding of the key priorities and the way forward during the crisis. My legal strategy focuses on flexibility and adaptability, quick turn around times and delegation, ensuring that it complements the broader business strategy, and empowering my colleagues to make the necessary decisions.

What are the major cases or transactions you have been involved in recently?

Atos is in a transformational process and one of the most significant projects that we have been working on recently is the transformation and turn around of the Atos Group. The project involves collaborating with every area of the business, including Sales, Procurement, Finance, HR, Tax, and outside consultants and partners. The project is requiring a very comprehensive due diligence and analysis of our business, contracts and more. The project drives a very significant degree of corporate changes, implementation of new policies and overall change management.

What emerging technologies do you see as having the most significant impact on the legal profession in the near future, and how do you stay updated on these developments?