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

As a DGC, my involvement spans a variety of legal areas. During the last year, managing key risks connected to strong financial growth has been central. This includes emerging business through M&A, but also through organic growth, as well as all aspects connected to delivering on already secured contracts. Securing the license to operate across the company remains at the forefront of our legal teams’ most important tasks.

As the world continues to face geopolitical, technological and economic uncertainty, how do you manage legal risk while still prioritizing commercial objectives?

In my opinion, managing the continuously shifting geopolitical landscape, especially within the defence industry, is why working as an in-house counsel has become so interesting. Geopolitics has major effects on product strategy and long-term plans, but also in relation to customer base and a rapidly evolving regulatory landscape.

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

Solid legal integrity, well developed communication and people skills, and strong business understanding. The capability to understand how the business actually works and where the challenges are is very important to be a highly effective in-house counsel. When we are being used as both advisors and members of management teams, we are able to pro-actively advise on how to navigate complex business decisions while ensuring regulatory compliance.