Team size : 30 people approximately

What are the most significant cases, projects, or transactions that you and your legal team have recently been involved in?

Building up a MVNO (mobile virtual network operator) from the scratch on the Austrian market, go-live on April 1st, 2026, including the disentanglement from the strategic partner in the LTM. Furthermore, several M&A transactions, purchase as well as sale in Bulgaria, Germany and Hungary as well as intra-group mergers. Plenty of DPIAs in connection with the exponential use of AI within the group.

How do you approach managing legal aspects during periods of instability or crisis to ensure the organisation’s resilience?

From the very beginning, irrespective of whether we are facing periods of crisis and instability or not, I approach the management of legal matters with a risk-focused and decision-enabling mindset. The objective is to protect the organisation while preserving its ability to make decisions and act swiftly. My approach typically encompasses the following elements:

Clear and understandable statements and assessments, including:

aligning business opportunities with legal constraints;

risk assessments that distinguish between different risk-based scenarios; and clear, pragmatic advice and guidance.

General counsel often speak of the need to be strategic to reach the pinnacle of the profession. What does being strategic mean to you?

I consider our legal department to be an enabler. We are responsible and accountable for combining business objectives with legal constraints.

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

The legal department must understand the needs of the business and show the range of options available to proceed in a way that achieves business objectives within a safe harbour.