Team size: 40 in 9 countries

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?

An important part of the CLO’s/GGC’s responsibility is to manage and mitigate risks across the business. When dealing with risk management assessment, transparency and mitigation are the overarching goals. Long-term risks, including legal risks, and derived mitigations are handled in close collaboration between the legal team and risk management team, both reporting to me, and the business, via the associated risk management policy and model and legal risk policies. Short-term and ad-hoc legal risks are assessed from legal and financial perspectives, and mitigation options are recommended. The Corporate Affairs/Legal function strategy consists of 3 main areas: (1) License to Operate, (2) reflecting the development in the business and market to provide the necessary counselling and (3) engagement, development and retention of legal function.

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

The divestment of NKT Photonics A/S and the derived Foreign Investment Act approval.

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?

The most current influential technology for both the legal profession and companies, individually and collectively, is the development, application and prioritisation of AI. Several years ago, as a frontrunner, I establish a Legal Operation function in the Legal department focusing on the development and maturity level of legal tech and AI, and which tools to invest in to increase the efficiency and quality of legal work. I have also in collaboration with the CIO and CCO been the initiator of an AI Board and been contributor to a company’s technology strategy.