Dr. Gefion Hauer – GC Powerlist
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Austria 2025

Healthcare and pharmaceuticals

Dr. Gefion Hauer

General counsel (Head of legal, compliance and insurance) | Kwizda Holding GmbH

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Austria 2025

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Dr. Gefion Hauer

General counsel (Head of legal, compliance and insurance) | Kwizda Holding GmbH

What are the key projects that you have been involved in over the past 12 months?

Inhouse legal end-to-end support (without external legal involvement) in the structuring and placement of a Promissory Loan Agreement (Schuldscheindarlehen).

Setting up a US subsidiary to distribute high-risk agricultural products, with a focus on establishing a robust corporate governance structure and securing adequate insurance solutions to mitigate operational and liability risks.

Introduction and establishment of a group wide compliance management system (for 1700 employees, seven divisions and subsidiaries both in and outside of Austria) headed by a newly appointed Group Compliance Manager followed by the roll-out of a newly applicable group wide Code of Conduct and Supplier’s Code of Conduct.

Intensive group wide analysis to understand the needs of the business in the contract management field, resulting in the purchase and introduction of a new contract lifecycle tool with integrated AI to replace the old and outdated mere contract filing system.

Group wide restructuring and new set-up of the insurance organisation and analysis of the insurance portfolio in an effort to streamline and consolidate synergies, resulting in immediate cost savings and reduction of insurance gaps.

End to end support in the sale of a business in France (Share Purchase Deal).

Have you had any experiences during your career as a lawyer that stand out as particularly unique or interesting?

Prior to joining my current employer, I acted for more than 15 years as General Counsel for the Head Sports Group, a company primarily known for the production and sale of tennis and ski products under the brand “HEAD”, which are distributed in more than 83 countries and where I still act as Member of the Supervisory Board. Due to the fact that we sold one and the same product (i.e. a typical model of a tennis racket) all over the world, I was able to truly grasp, understand and compare the differences between all legal systems across all continents. A tennis product is a consumer product that usually has no specific regulatory local requirements to observe. Hence, it was of particular interest to observe, monitor and solve the legal risks and differences resulting from the mere sale of one and the same model of a tennis racket across different continents. What are the differences, what is the same? How can you make sure to still sell one and the same product, produced and advertised in the same manner in all of the 83 countries, if it is not possible (production wise or for other reasons) to meet all requirements of all 83 countries?

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

A thorough understanding of the business and financial figure. Many lawyers very much focus on the “legal” question involved and act as if they were still external counsel. That’s the wrong approach in my opinion. We, as in-house lawyers, are called upon to make a business transaction happen. This only works if we understand the business rationale. Since we all lack time and resources, it is even more important to prioritise and make constant risk analysis. What is the real business risk involved, if we recommend or do not recommend going ahead in a particular scenario? It is important to take responsibility and become part of and share the business decision. To be able to do so, a lawyer needs to understand the business case and have a thorough financial understanding. At the time when AI can assist in legal analysis, and even take over certain tasks formerly performed by lawyers, it is more important than ever that in-house counsel focus part of their time and energy on thoroughly understanding the businesses, in production, distribution, R&D, expenditures, divestments: why is it important that certain strategic decisions will soon have to be made?

What do you think is the greatest innovation you have enacted in the past year?

The purchase of a new contract life cycle tool with included AI which the CIO has now deliberately selected to use as first AI test case and pilot for the entire group in a protected environment.

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