Team size: 80

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?

The legal function shall be a stabilising factor within the organisation. Regardless of the surrounding environment and the turmoil that comes with it, there is still a day-to-day business that requires support and attention. Regardless of the chaos that may rule outside the organization, the legal function shall work with the operation and take the complexity out of the situation and maintain a focus on the strategy.

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

DSV will finalise the €14.3bn acquisition of DB Schenker AG in Q2 2025. The transaction is a milestone for DSV as the transaction is the biggest in DSV’s history and will make DSV the largest freight forwarder in the world.

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?

AI is the obvious answer. Although I am not convinced that it will have the revolutionary effects that some may fear. There are significant gains to be had when opening up to the opportunities of AI and the support from AI. That being said, the notion of simply outsourcing contracting or replacing legal support with a chatbot, will not be the likely outcome. As with any new technology, legal teams should have a hard look at their areas of responsibility to determine where their value proposition towards the organisation truly lies.