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?

Managing legal challenges during instability or crises demands strategic foresight, agility, and cross-functional collaboration. As CLO, I lead Corporate Affairs, encompassing legal, governance, HR, and the executive secretariat – including board governance and reporting. My approach to crisis management rests on three key pillars: proactive risk management and mitigation, integrated strategic alignment across the organisation and leadership that fosters a resilient team and employees.

Proactive risk management and mitigation involves scenario planning, regulatory monitoring, and embedding strong governance structures to safeguard the business. In times of crisis, I ensure that the legal function is not just reactive but a strategic driver, balancing legal risk with business continuity and operational efficiency.

Corporate Affairs sits at the core of our business strategy, bridging legal, governance, and organisational development. Our approach seamlessly integrates with commercial and operational objectives, enhancing agility while maintaining compliance and stakeholder trust. By strengthening governance structures and ensuring clear, effective board reporting, we provide transparency, set the ground for and facilitate informed decision-making – critical in times of uncertainty. This interdisciplinary approach enables ATP Ejendomme to be prepared for and navigate challenges while reinforcing long-term stability and growth.

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

Our most significant transactions in 2024 were the strategic divestments of several properties, including Borups Allé 177, Langelinie Allé 31-35, and a portfolio of 31 grocery stores and smaller assets. These transactions were part of our broader strategy to optimise our real estate portfolio and ensure alignment with our long-term investment objectives.

My team played a central role in structuring and executing these transactions, overseeing complex negotiations, regulatory compliance, and risk mitigation strategies. Beyond the legal and commercial aspects, ensuring comprehensive board preparation and reporting was a key component of these transactions. By providing clear insights and governance alignment, we facilitated strategic decision-making at the highest level. This highlights the unique strength of our multidisciplinary approach, where legal, governance, and business strategy work in tandem to create value and operational excellence. Beyond divestments, we supported a number of key development projects – most notably the completion and handover of Carl Bro Haven, now DGNB Gold certified. We also progressed two other major DGNB-certified residential projects – Kanalgaarden and 21Ø – which reflect our commitment to sustainability and future-proofing our portfolio.

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?

Diversity and inclusion aren’t just HR/ESG slogans – they’re about better decision-making, stronger teams, and fewer blind spots (and legal can’t afford blind spots). At ATP Ejendomme, we treat D&I the same way we treat governance: it must have impact – not simply fulfill compliance. In Corporate Affairs we actively promote inclusive hiring practices, ensure fair leadership opportunities, and foster an environment where different viewpoints are valued. Additionally, through our governance and reporting responsibilities, we ensure that diversity and inclusion remain embedded in our strategic agenda at the board level, reinforcing long-term business resilience. Aside from myself, our Corporate Affairs team consists of 7 women and 4 men.