Team size: 5

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

Over the past twelve months, my work has been focused on supporting the firm’s international expansion, including the establishment of new offices and market entry into the UK, China, and Dubai. This has involved building legal and compliance structures across multiple jurisdictions, addressing regulatory requirements and ensuring consistent governance standards across the organisation. In the Nordic region, I have led legal efforts supporting our growing strategic focus on Sweden. This includes strengthening local capabilities and advising on regulatory, structural and transactional aspects to support a scalable and sustainable platform.

Further, I have managed several dispute resolution matters driven by increased market volatility. I have been closely involved in developing dispute strategies, coordinating external counsels and ensuring efficient resolution processes aligned with the firm’s broader risk framework.

The Nordic bond market has been the firm’s primary revenue driver over the past year. I have led a comprehensive review and upgrade of all core documentation used in this business, standardising templates and enhancing internal processes to improve robustness, efficiency, and risk management in a high-volume transaction environment.

In addition, I have been actively involved in industry initiatives through Nordic securities associations, contributing to the development of market standards and legal templates. Several of these have been rapidly adopted, supporting greater consistency and efficiency across the broader market.

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 commercial judgement and the ability to operate close to the business. The role increasingly requires being proactive rather than reactive: anticipating risks, enabling strategy and providing clear, actionable advice under time pressure. Strong communication skills are essential, particularly in translating complex legal issues into practical guidance for non-legal stakeholders. In a more volatile and regulated environment, adaptability and sound judgement are critical. Equally important is integrity and independence, ensuring that the legal function maintains credibility while acting as a trusted strategic partner to management and the board.

As AI becomes increasingly integrated into legal teams, and the pressure grows to ‘do more with less’, how can GC balance efficiency, quality and human judgement?

As AI becomes more integrated into legal work, the GC’s role is to ensure that technology enhances — rather than replaces — legal judgement. AI can drive significant efficiency gains in areas such as document review, data analysis and standardisation, freeing up time for higher-value work. However, maintaining quality requires clear oversight, validation processes and an understanding of the limitations of these tools. Human judgement remains critical in complex, strategic and risk-sensitive matters. The key is to adopt AI selectively and responsibly, embedding it within robust governance frameworks.