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

Over the past twelve months, my work has focused on strengthening the legal function as a strategic business partner while supporting innovation and protecting intellectual property.

One of my main projects has been leading the update of Alpina’s Intellectual Property (IP) Policy. Working closely with cross-functional teams, we developed a governance framework to identify, protect and manage the company’s intangible assets, while embedding IP considerations into business decisions and fostering a stronger culture of innovation.

Another key initiative has been supporting the innovation pipeline alongside the Research & Development and Marketing teams. By getting involved early in product development, I have helped identify IP opportunities and implement legal mechanisms to protect confidential information, know-how and innovation while enabling the business to move forward with confidence.

I have also led strategic initiatives to strengthen the company’s trade mark portfolio across multiple jurisdictions, supporting international expansion and protecting key business assets through effective IP strategies.

How has the role of general counsel evolved, and what are the most important attributes for the modern in-house lawyer?

The role of the general counsel has evolved from providing legal advice to becoming a true business partner. Today, in-house lawyers are expected to understand the business, anticipate risks and help teams move projects forward rather than simply identifying legal issues.

For me, one of the most important aspects of the role is taking the time to sit down with the business teams to understand the technical, operational and commercial context behind each project. Only then can legal advice be practical, balanced and aligned with the company’s objectives.

Modern in-house lawyers should not be seen as gatekeepers, but as partners who help the business achieve its goals while managing risk responsibly. Strong legal knowledge remains essential, but so do business understanding, sound judgment, collaboration and the ability to communicate practical solution.

How can in-house counsel use AI to improve efficiency while maintaining quality, governance and integrity within legal teams?

AI is already changing the way legal teams work. It can significantly improve efficiency by supporting legal research, contract review, document drafting and knowledge management, allowing lawyers to focus on higher-value work and strategic decision-making.

However, I believe the biggest challenge is not adopting AI, but governing its use responsibly. Legal teams should establish clear guidelines on when AI can be used, how confidential information is protected and when human review is required. AI should support legal judgment, not replace it.

In-house lawyers also have a broader responsibility: helping the business adopt AI in a responsible way. As trusted advisors, we should promote governance frameworks that encourage innovation while ensuring transparency, accountability and compliance. In the end, AI will not replace lawyers, but lawyers who know how to use and govern AI will have a significant advantage.