Team size: 6 (2 legal, 4 GRC)

What are the key projects that you have been involved in over the past twelve months?

Over the past twelve months, I have been closely involved in a number of strategically important projects, with a particular focus on supporting the company’s commercial growth.

A key highlight has been involvement in the negotiation and execution of a major customer contract with a total investment value of approximately €1bn. The project required close collaboration across a large internal team as well as external advisors, and involved complex commercial, contractual and risk allocation considerations. My role has been to help structure the legal approach, ensure alignment, and contribute to driving the process forward in a commercially pragmatic manner.

Another important focus area has been the continued development and professionalisation of the legal function. This has included refining legal processes and work methods, strengthening contract management practices, and contributing to a more structured and scalable approach to how legal supports the business — particularly in relation to large and complex projects.

Across all initiatives within the legal and compliance team, the overall focus has been to position the department as a proactive and value-adding partner, contributing not only to risk management, but also to enabling the company’s strategic objectives.

As the in-house role continues to evolve from legal advisor to business partner, what strategies have you found most effective for stakeholder management and aligning legal advice with business strategy?

I have found that effective stakeholder management is largely about proximity to the business and clarity in communication.

A key priority is to be involved early in projects and decision-making processes. This allows legal to move beyond a reactive role and instead contribute to shaping commercially viable and legally robust solutions from the outset. In a project-driven environment, early involvement is particularly important to ensure that legal considerations are integrated into the overall strategy, rather than addressed at a later stage.

Equally important is building trust and credibility with stakeholders. This requires not only strong legal expertise, but also a genuine understanding of the business, its risk appetite, and its commercial objectives. Legal advice must be framed in a way that is relevant and actionable, enabling stakeholders to make informed decisions rather than simply highlighting risks.

In a lean legal function, prioritisation and accessibility are also critical. Being responsive and pragmatic helps position legal as a partner to the business, rather than a bottleneck. Over time, this contributes to a culture where legal is engaged proactively and seen as a value-adding function that supports both risk management and commercial success.

What do you think are the most important attributes for a modern in-house counsel?

A modern in-house counsel must combine strong legal expertise with the ability to communicate clearly and effectively with non-legal stakeholders. In my experience, one of the most important attributes is the ability to translate complex legal issues into practical, actionable advice. The role is not simply to identify risks, but to cut through complexity and provide clear guidance that enables the business to move forward with confidence.

Commercial understanding is equally important. Legal advice needs to be grounded in the realities of the business, taking into account its objectives, risk appetite and operational context. This requires a pragmatic mindset and a focus on solutions rather than purely theoretical analysis.

Adaptability is also increasingly important, as both the regulatory landscape and the expectations of the legal function continue to evolve. In-house counsel must be able to adjust quickly and remain effective in a changing environment.

Finally, integrity remains fundamental. While the legal function is closely aligned with the business, it is essential to maintain independence and provide balanced, objective advice — particularly in situations involving significant risk.