Key team members: Anders Kjærsgaard Dybro (GC); Peter Nabben (Deputy General Counsel, Head of Group Legal HQ); John Kasher (Head of NA Legal), Christina Vesterholm (Lead Legal Counsel, M&A & Capital Markets); Maria Dam Jørgsen (Lead Legal Counsel, IP & Brands); Frederik Ekkert Knudsen (Lead Legal Counsel, Corporate & Commercial) 

Team size: 17 

Jurisdictions your role covers: Global 

What are the most significant cases or transactions that your legal team has recently been involved in?

New Term Loan Facility and Revolving Credit Facility agreements were finalised, strengthening GN’s financial position and supporting its growth strategy. Addressing the implications of new tariffs was also a critical focus, requiring deep expertise in international trade law and geopolitical dynamics. In addition, the continued expansion of the Smart Hearing Alliance remains important for driving innovation and extending market reach.

What factors influence your team’s decision to use external legal services versus handling matters in-house, and what criteria are used to evaluate their performance?

If specialist knowledge or additional capacity is required. Fees, budgets, and the commercial understanding of external counsel (including whether they understand the commercial context, what we need, and what our business looks like), as well as flexibility and responsiveness.

How does your team contribute to the overall business strategy of the company? Can you share an example of a recent legal-led initiative that had a significant impact?

The legal department acts as a strategic enabler, proactively managing risks and ensuring compliance across all operations. It facilitates strategic growth initiatives such as M&A, protects vital company assets, including intellectual property, and provides robust legal advice to ensure business decisions are both commercially astute and legally sound for sustainable success.

How do you approach talent development and knowledge sharing within your legal team? Are there any specific practices or programmes in place?

A major challenge is the complex landscape of global data privacy and cybersecurity regulations, requiring consistent compliance across diverse markets. We address this by continuously monitoring legislation, implementing robust data governance, and embedding ‘privacy by design’ into new offerings. Additionally, the ethical and regulatory implications of AI and ML are emerging; we proactively engage by developing internal AI governance frameworks and advising on responsible AI development.