<strong>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? </strong> 

In times of instability, my priority is to bring clarity where uncertainty prevails. The legal function must act as both a stabiliser and an enabler, anticipating risks in contracts, compliance, and stakeholder relations so the organisation can move quickly rather than reactively. 

Equally important is close collaboration across the business. A crisis rarely stays within one department, and legal advice must be integrated into broader decision-making. I ensure my team provides practical solutions that support both continuity and long-term resilience. 

Leading by example is vital to me. In challenging moments, people look for guidance in actions as much as in words. I believe it is essential that the legal team — and the company as a whole — stand together, with everyone giving their best and striving for excellence. This unity builds resilience and trust. 

Finally, clear and consistent communication is key. Inaccurate or fragmented messages can cause more harm than the crisis itself. Speaking with one voice, internally and externally, helps protect both reputation and confidence. 

By combining foresight, collaboration, leadership, and strong communication with a human and respectful approach, I ensure the legal strategy supports the wider business goals and helps the organisation emerge stronger. 

<strong>What do you see as the major legal challenges for businesses in Switzerland over the next five years, and how are you preparing to address them? </strong> 

Over the next five years, I anticipate four key legal challenges for Swiss businesses. 

First, regulatory complexity will intensify as companies navigate Swiss, EU, and global frameworks. Early monitoring and strong external networks are key to staying ahead. 

Second, digitalisation and data management will raise important questions around data protection, cybersecurity, and the responsible adoption of emerging technologies, including AI. Legal frameworks must evolve alongside innovation to support secure and efficient digital transformation. 

Third, sustainability and ESG are shifting from voluntary initiatives to binding obligations. Integrating ESG considerations into contracts, compliance processes, and governance structures will be crucial to meet regulatory expectations and maintain stakeholder trust. 

Finally, evolving workplace models and changing talent expectations will present new employment law challenges. Flexible yet robust frameworks that balance employee needs with organisational objectives will be critical to attract and retain top talent. 

It is crucial that the legal function is involved early in these developments and seen as a constructive, strategic partner. This requires not only technical expertise but also respect, collaboration, and open communication, ensuring colleagues across the bank feel heard and supported. In this way, legal helps the organisation manage risk effectively while enabling it to adapt confidently and seize opportunities in a dynamic environment.