Team size: 8

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

The company is currently migrating its ERP to SAP. This includes not only the migration of the data to a new software, but also the implementation of standardised processes over all the operation. For legal processes, we are working on: standardised contractual management; a litigation system; and a corporate government system.

Can you describe an instance where your legal advice directly influenced business strategy or commercial objectives?

One example that stands out was a strategic expansion of our dairy product portfolio into functional products, where the commercial team wanted to accelerate the launch timeline to capture market share ahead of competitors.

Instead of issuing a simple “no,” I worked closely with Marketing, R&D, Quality, and Commercial teams to redesign the strategy from a risk-management perspective while preserving the business objective. I proposed three key actions: restructuring the product claims to align with applicable food labeling regulations; implementing a scientific substantiation process for future claims; and renegotiating certain commitments to allow the launch.

How do you manage situations where legal advice and commercial objectives conflict?

It is very common that legal advice conflicts with commercial initiatives. However, it is important to acknowledge this possibility and understand that the role of an in-house legal counsel is not simply to say “no” but to enable the business to achieve its goals within acceptable risk boundaries. This requires knowing the business, managing the risks and analysing the case with pragmatism. I truly believe that in-house counsel must give advice under a “how can it be done” approach. A legal manager adds the most value when they: understand the commercial ambition deeply; translate legal risk into strategic choices; and offer viable alternatives, not just restrictions.

What major challenges or risks should in-house legal teams be preparing for over the next twelve months?

The next twelve months will require legal teams to shift from reactive advisors to proactive risk strategists, improving managing abilities, especially in areas like AI, ESG and cybersecurity. Geopolitical crises are giving the legal team more challenges and the necessity to develop anticipation and negotiation skills, due to regulation, supply shortages and technology advances, etc.