Team size: 14 and will increase to 16 during this year.

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

Legal due diligence, contract negotiations and implementation of the purchase of the «Knowledge building» at Kjeller outside Oslo; the construction of hangar and base for new maritime surveillance aircrafts; contracts for design of base for new submarines; a number of large and small construction projects as part of the investment in real estate, construction and facilities for the Armed Forces; and the implementation and operationalisation of the SDCA agreement (Supplementary Defence Cooperation Agreement) with USA for the establishment of facilities in Norwegian military camps, this year focused on Rygge Air Base.

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

You need to know the business inside and out and be able to contribute meaningfully and deliver impact to the business.

You need to provide practical, actionable advice. Since you work with and advise non-lawyers, one needs to learn to communicate in a clear and effective way, and not let your point get muddied or misunderstood because you dive too deeply into legal principles or use too much legal jargon. Your client doesn’t want to hear about case law or legal theories.

You must have the ability to deliver well in a fast-paced working environment. There often simply isn’t time to do lengthy research and come up with the “perfect” answer to any given problem, and you often must make decisions with limited information.

You should have an “all hands on deck” mentality and jump in where and when you are needed.

In sum, the most effective in-house counsel today are those who balance legal rigour with judgment, ethics and a strong understanding of the organisation they serve.

What key trends – and challenges – should in-house lawyers be monitoring over the next year?

Over the next year, in-house lawyers – especially in the public sector – should pay particular attention to the continued expansion and complexity of public law and regulatory frameworks, including data protection, public procurement, state aid, and ESG-related obligations.

The use of digital solutions and artificial intelligence in public administration is another key trend. While digitalisation can improve efficiency and service delivery, it also raises significant legal questions around legality, due process, documentation, algorithmic transparency, and the rights of individuals.

Security, preparedness, and resilience are also gaining prominence. Geopolitical uncertainty, cyber threats, and supply chain risks affect public bodies as much as private actors, and place new demands on legal risk assessment, contingency planning, and inter-agency cooperation.

Legal teams also face an ongoing challenge of limited resources combined with growing expectations.

Beyond your core legal role, are there any causes or initiatives you’re passionate about?

Beyond my core legal responsibilities, I am particularly engaged in initiatives that strengthen the quality, integrity, and trustworthiness of public administration. This includes a strong interest in good administrative practice, such as clear decision-making processes, sound documentation, and consistent application of the law.

I am also committed to knowledge-sharing and professional development, both within legal teams and across the organisation.

Beyond my core legal role, I am particularly engaged in promoting ethics, integrity, and trust in public administration.