Team size: 15

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?

Our Global Legal approach to managing legal aspects during periods of instability or crises focusses around proactive risk mitigation. In times of uncertainty, the legal landscape can shift rapidly, creating challenges that require swift and informed action. We focus on anticipating potential risks and implementing robust frameworks that ensure compliance while maintaining business continuity and also ensuring that we are true to our purpose to “Uncomplicate Your World. We stay very close to the business in order for us to make sure that we are on track on the requirements. We are constantly reviewing what we internally call “Best Practices” in order to provide the best commercial legal advice for the business.

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

CVC Capital Partner’s acquisition of the Scan Global Logistics Group from our previous owner, AEA Investors LP. Since then, the Global Legal Department also been involved in the successful acquisition of Foppiani Shipping & Logistics srl, Blu Logistics Group and ITN Logistics Group and other +5 minor acquisitions and the establishment of new offices in India, Egypt, Tanzania, Columbia and UK. In addition, we are currently reviewing our entire global legal structure in order to make sure we have a lean and simplified structure that fits to the required business.

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 are currently reviewing different AI systems that may hopefully remove some small but time-consuming tasks from the team in order for us to focus more on the business and supporting it. In times where the legal landscape can shift rapidly, we need to make sure that we only focus on the most important items and not spending time on items that is not relevant for the business. As a part of this we are reviewing what kind of work is pseudo and what is needed.

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?

Fostering a collaborative and highly effective team is a cornerstone of my approach to leadership. I place a strong emphasis on diversity within the team, ensuring that we bring together varied expertise and perspectives. This diversity not only enriches our approach to tasks but also allows us to complement one another and tackle challenges with creativity and depth. When recruiting new team members, while legal expertise is a prerequisite, my primary focus is on whether the individual aligns with the team’s dynamic and values. For me, building a harmonious and adaptive team is paramount. To maintain open communication and a supportive environment, I hold weekly one-on-one meetings with each team member, as well as biweekly team meetings. These platforms encourage everyone to share their views and actively participate in discussions, helping us collectively identify the best paths forward—both for personal growth and for the team’s success