Team size: 52

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?

We constantly prioritise and ensure the allocation of resources to handle instability and crisis. The legal strategy closely supports the business strategy, including our organisational structure in legal that is built on business partnering, and we spend a lot of time ensuring that we are involved early in the processes, allowing us to influence the direction in strong collaboration with the business and to provide value to LEO Pharma beyond the legal aspects.

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

LEO Pharma A/S & Gilead Sciences Inc. entered into a strategic partnership in January 2025 on the STAT6 (signal transducer and activator of transcription 6) innovation program for the potential treatment of patients with inflammatory diseases making LEO Pharma A/S eligible to receiving up to $1.7bn, including upfront payment of $250m.

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?

Definitely AI. AI will not replace lawyers but lawyers who do not embrace AI will be replaced by lawyers who do. Currently AI has more potential in some areas than in others and it is important to be very strategic in the approach and to be focused. In Global Legal, IPR & Compliance at LEO Pharma, we recently dedicated a resource to Legal Operations, ensuring that we have a focused and structured approach and that we stay on top of developments. We also work very closely with our colleagues in IT to utilise the technology already available in LEO Pharma and to be challenged and stay updated on technology developments.