Team size: 4

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

The Ayvens Group is now one group, but it is a merger between ALD Automotive and LeasePlan and in the last year Legal was involved in the local merger transaction. The time during this transaction was very intensive.

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

As Head of Legal of a B2B leasing company, my approach to managing legal aspects during periods of instability or crisis is strongly focused on safeguarding business continuity, preserving liquidity, and enabling management to take fast, legally sound decisions.

I prioritise proactive risk identification and scenario planning. In times of crisis—whether economic downturns, supply-chain disruptions, regulatory shocks, or geopolitical events—I work closely with Risk, Finance, and Commercial teams to assess how different scenarios impact existing lease portfolios, customer solvency, funding structures, and contractual obligations. This allows Legal to move from a reactive function to a strategic enabler.

I emphasise decisive governance and communication. In crisis situations, Legal must provide concise, actionable advice. I ensure decision-making processes are well documented, board and management approvals are properly structured, and escalation paths are clear. This protects the organisation not only during the crisis, but also in potential future audits or disputes.

Finally, I invest in long-term resilience. After stabilisation, I lead post-crisis reviews to identify legal lessons learned—whether gaps in contract templates, decision rights, or risk controls—and translate them into improved frameworks. The objective is not only to survive the crisis, but to emerge stronger, more agile, and better prepared.

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

A modern in-house counsel must combine legal excellence with strong business and leadership skills. Commercial acumen is fundamental: understanding the company’s business model, financial drivers, and risk appetite allows legal advice that supports value creation rather than merely highlighting risks. Equally important is strategic judgment. In-house counsel must prioritise issues, assess risks under uncertainty, and deliver clear, practical guidance often under time pressure. The ability to balance legal rigor with pragmatic solutions is critical. Strong communication skills are essential. Legal advice must be concise, accessible, and tailored to non-legal stakeholders, while enabling constructive challenges and informed decision-making at management level. In addition, adaptability and resilience matter greatly in a rapidly changing environment shaped by regulation, technology, and crises. Continuous learning and openness to digitalisation are key. Finally, integrity and ethical leadership are indispensable. Modern in-house counsel must act as a trusted guardian of compliance, culture, and reputation.

How can general counsel foster a corporate culture that supports ESG principles and compliance across all levels of the organisation?

General Counsel can foster an ESG-driven culture by embedding ESG and compliance into governance, policies, and decision-making, not treating them as standalone topics. This includes setting clear standards, leading by example, and ensuring tone from the top through board and management alignment. Regular training, transparent reporting, and practical guidance for business teams help operationalise ESG, while incentives and accountability ensure ESG principles are lived across all organisational levels.