Career biography

Lawyer specialising in commercial law (in particular company law, including data protection, competition and contract law)

Extensive experience in legal advice, project support, transactions and corporate law

Strengths: communication skills, entrepreneurial thinking, interpersonal skills, reliability

Professional career

SPAR Österreichische Warenhandels-AG (since 2014): started in the Group Legal Department and, since 2021, Head of Legal Austria and Legal Governance

Law firms (2010–2014): Kunz Schima Wallentin GmbH and Eiselsberg Rechtsanwälte GmbH

Audit and Tax consultancy firms (2008–2009): Ernst & Young and KPMG

Publications & Presentations

Specialist publications in company and trust law

Co-author of legal works and specialist articles

Regular training and lecturing activities (particularly at SPAR and legal conferences)

Key message

An experienced corporate lawyer in a group environment with a strong focus on strategic legal advice, practical and forward-looking legal counsel and project support; he combines law, governance and corporate strategy to create opportunities, manage risks and ensure long-term corporate success.

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

Over the past year, I have had the opportunity to lead and support a number of significant transactions, ranging from smaller strategic investments to larger and more complex projects, some of which had a cross-border dimension. These transactions required the coordination of multiple stakeholders, careful management of legal risks, and the ability to balance commercial objectives with regulatory and contractual requirements.

A key aspect of these projects was the close collaboration with various business functions, including finance, tax, compliance, operations, and external advisors. Throughout the process, I worked closely with senior management, managing directors, and board members, providing ongoing legal guidance and helping to facilitate informed decision-making at every stage of the transaction lifecycle.

What made these projects particularly successful was the strong teamwork behind them. I was fortunate to be supported by an outstanding legal team whose expertise, commitment, and collaborative mindset were instrumental in delivering high-quality results under often challenging timelines. These experiences reinforced my belief that successful transactions are never the result of individual efforts alone but rather of effective cross-functional collaboration, open communication, and a shared commitment to achieving the organisation’s objectives.

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

During periods of instability or crisis, I focus on maintaining a balanced approach between managing legal risks and ensuring business continuity. My approach begins with the rapid identification of the most critical legal, regulatory, contractual, and operational risks that could affect the organisation. I work closely with the relevant stakeholders across the business to establish clear priorities, ensure compliance with regulatory requirements, and provide practical, solution-oriented legal advice that enables informed decision-making, even under significant time pressure. However, in a group of this size and complexity, this is only possible because of our outstanding team and the strong culture of teamwork that supports our efforts.

Effective communication is essential in times of crisis. We ensure that senior management receives timely, clear, and pragmatic legal guidance to support sound decision-making. At the same time, we promote transparent communication with regulators, customers, employees, and other relevant stakeholders whenever appropriate. In addition, we review contractual rights and obligations, assess potential liabilities, and develop strategies to mitigate legal and business risks.

However, resilience is not achieved through effective crisis management alone; it also requires proactive preparation. By combining forward-looking planning with agile legal support during challenging times, we help our organisation successfully navigate uncertainty, protect its interests, and maintain operational stability in a rapidly changing environment.

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

I believe that the most important attributes of a modern in-house counsel are strong business acumen, strategic thinking, adaptability, and excellent communication skills. Today’s in-house lawyers are far more than legal advisors; they are strategic business partners who help organisations achieve their objectives while effectively managing risk.

A modern in-house counsel must understand the commercial and operational realities of the business and be able to provide practical, solution-oriented advice rather than simply identifying legal risks. The key is the ability to balance legal risk with business opportunities and to support commercially sound decision-making.

Adaptability is equally important, as organisations today operate in an increasingly complex and rapidly evolving regulatory, technological, and geopolitical environment. In-house counsel must be able to quickly assess new challenges and actively support the business through periods of change and transformation.

In addition, strong communication and stakeholder management skills are essential. Legal advice only creates value when it is clearly understood and effectively implemented. Building trusted relationships across all areas of the organisation enables the legal function to influence decision-making positively and contribute meaningful value to the business.

Finally, integrity and sound judgement remain fundamental qualities. In-house counsel play a critical role in upholding ethical standards, ensuring compliance with legal and regulatory requirements, and protecting the organisation’s reputation. In doing so, they make a significant contribution to the organisation’s long-term success and sustainable growth.

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

The most significant innovation I have helped drive over the past year has been the continuous enhancement of collaboration within the legal department and across the wider business.

A key success factor in this journey has been teamwork. Over the past several years, we have made a conscious effort to strengthen collaboration within our team and foster a culture built on open communication, mutual trust, and transparency. I firmly believe that the best solutions emerge when diverse perspectives are encouraged, people feel comfortable sharing ideas openly, and existing processes are continuously challenged and improved.

At the same time, we have developed a strong openness to new technologies and innovative ways of working. Our objective is to stay at the forefront of developments and continuously assess how emerging technologies—particularly in the areas of Legal Tech and Artificial Intelligence—can improve both the efficiency and quality of our work. This is not about following every new trend blindly, but rather about pragmatically testing new approaches, learning from experience, and implementing successful solutions in a sustainable way.

In practical terms, we have standardised processes, increased the use of digital tools, and strengthened collaboration with internal stakeholders. As a result, we have accelerated workflows, improved transparency, and further enhanced the quality of the legal support we provide to the business.

For me, innovation is not solely about adopting new technologies. More importantly, it is about creating an environment in which people collaborate openly, embrace change positively, and continuously seek opportunities to improve and develop both as a team and as an organisation.