Team size: 12

How do you approach managing legal aspects during periods of instability or crises, and how does your legal strategy align with the broader business strategy to ensure the organisation’s resilience?

I approach legal aspects arising in periods of instability or crises like most other challenges: with an equal amount of curiosity as to where this might take us and structured action to capture the opportunities and limit the risks. In order to be able to adjust to constant change, including revisions or mere adjustments to the business strategy, we do not operate with a legal strategy as such, but rather a well-defined way of working. This entails strong cultural values, clear alignment on functional value drivers, as well as an ongoing focus on linking performance requirements of the team with the goals of the business strategy. This way we ensure that the legal function supports the execution of the business strategy – with all team members being very well aware of their roles and how to fill these at any time.

What are the major cases or transactions you have been involved in recently?

The most recent major transaction would be the completion of offering of new shares in Bang & Olufsen through a private placement. This offering raised gross proceeds of DKK 228m through the issuance of 24, 554, 416 new shares at an offer price of DKK 9.27 per share. The demand exceeded the size of the offering, and an individual allocation was made. Net proceeds are intended to fund investments in further strengthening of Bang & Olufsen’s position in the luxury audio market by increasing global brand awareness, optimising the retail network and continuing to invest in the product portfolio.

What emerging technologies do you see as having the most significant impact on the legal profession in the near future, and how do you stay updated on these developments?

We follow developments closely and continue to test the opportunities that the emerging technologies pose, whilst seeking to refrain from limiting ourselves. I see the use of AI changing the legal profession significantly (and already doing so). Going forward, the role of lawyers will shift from a lot fewer routine tasks to more strategic, advisory, and advocacy roles. This will obviously change the required skill set over time, with more focus on the ability to apply critical thinking, a high degree of emotional intelligence, a sharp moral compass and strong business acumen. All skill sets we already value highly and constantly seek to foster anyway. Hence, we see emerging technologies as a great opportunity and a gift to the legal profession.

How do you prioritise diversity and inclusion within your legal department, and what initiatives have you implemented to foster a more inclusive and equitable work environment?

Recently, we have worked with the diversity in personality traits aiming at building stronger teams, higher efficiency, better cooperation and clearer communication. This way we seek to turn our diverse personality traits into an advantage for the team and its efficiency and well-being. This has been extremely successful and truly embraced by all team members.