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

My team has focused on supporting strategic portfolio measures, including complex transactions aimed at sharpening the company’s strategic positioning and financial resilience. We have also been deeply involved in advising on next‑generation technology initiatives at the intersection of advanced sensing, photonics and artificial intelligence, covering development agreements and mass production frameworks. In parallel, we successfully resolved high‑stakes, cross‑border litigation concerning the protection of proprietary technology, bringing long‑standing disputes to a clear and value‑accretive conclusion.

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

Resilience starts with deep integration with the business. During periods of instability, the legal function must understand not only risks, but also the company’s strategic priorities, technology roadmap, and commercial realities. Legal advice must enable speed and flexibility while protecting long‑term value. Sustainable resilience ultimately depends on a strong and diversified product mix, continuous innovation, and the ability to prioritize resources toward growth‑driving areas.

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

A modern in‑house counsel must combine strong business understanding with a hands‑on, pragmatic mindset. The role is no longer that of a pure risk gatekeeper but a trusted business partner, capable of leveraging AI and legal technology effectively, anticipating issues early and helping teams move forward – rather than merely acting as a firefighter when problems arise.

Based on your experiences in the past year, are there any trends in the legal or business world other in‑house lawyers should be mindful of?

The most significant trend is the acceleration of artificial intelligence across both products and internal processes. This includes increased regulatory attention, evolving IP and data‑ownership questions, and growing expectations for legal teams to use AI responsibly and strategically. In‑house lawyers need to understand not only the legal risks, but also how AI reshapes value creation, contracts, and competitive advantage.