Team size: 8 full time employees, including Investment Legal which is part of Group Legal and consists of 3 employees.

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?

During periods of instability or crisis — whether they stem from market volatility, regulatory changes, or broader geopolitical developments — my legal strategy is designed to be both protective and enabling. I emphasise a dual role for the legal function: first, safeguarding the integrity of our operations; and second, supporting the organisation’s agility to adapt while remaining fully compliant.

In practice, this means that we proactively identify and assess risks through scenario planning, horizon scanning, and close collaboration with the business. Our governance structures are robust, allowing us to make rapid yet well-informed decisions when faced with uncertainty. I personally ensure that the legal team is tightly connected to other critical functions such as compliance, risk, and investment management, creating an integrated approach that supports the organisation’s broader resilience strategy.

At the executive level, I see it as my responsibility to contribute legal insights that go beyond pure risk mitigation and actively help shape business decisions during uncertain times. Legal considerations often form the foundation for protecting both our financial and reputational capital, which is critical in a pension company entrusted with safeguarding long-term retirement savings.

Furthermore, I am committed to fostering a legal team that is not only technically strong, but also deeply familiar with the business model and strategic direction set by management. This approach allows my team to deliver pragmatic, commercially minded advice that supports long-term value creation and aligns with our sustainable business ambitions. By combining legal expertise with business acumen, we help ensure the company’s resilience and ability to seize opportunities, even in challenging times.

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

One of the key transactions I have been involved in recently is the transfer of investment management for one of Velliv’s subsidiaries to Polaris, a licensed Alternative Investment Fund Manager. The asset under management amounted to approximately DKK 2bn.

In addition, my department has played a key role in supporting the implementation of the new Digital Operational Resilience Act (DORA), ensuring that our organisation’s ICT risk management, contractual frameworks, and policies meet the heightened regulatory expectations and strengthen our overall operational resilience in a digital environment.

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?

AI-powered tools are already transforming the way legal departments operate, and I believe this trend will only accelerate in the near future. AI enhances efficiency in areas such as contract review, regulatory monitoring, and document automation — freeing up capacity for more strategic, value-adding work.

I stay current by engaging in ongoing dialogue with peers through legal networks and forums where AI’s role in legal services is actively discussed. Internally, I promote a learning culture and have allocated resources to support the team’s continuous development in this space. Specifically, I have appointed two AI champions within the legal department whose role is to explore and test emerging AI tools, assess their practical applications, and share learnings with the wider team. Importantly, I also emphasise a mindset where experimentation — and even failure — is seen as a step towards innovation and continuous improvement.