Team size: 20

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?

The legal strategy and operational model deployed in the Kamstrup Group is created and implemented so it caters for changes in business objectives due to internal and external factors. However, the real success in navigating changes and ensuring the Group’s resilience should be credited to the mindset and strong dedication of the members of Kamstrup’s Commercial & Legal Service team.

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

Kamstrup’s Commercial & Legal Services team is directly involved in our Group’s strategy deployment and in achieving our company’s growth ambitions, by delivering commercially relevant and customised services in a timely manner to the business, i.e. in connection with organic growth activities, product development activities, as well as M&A activities.

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?

Emerging technologies, such as AI, will significantly impact our way of providing legal services in the future. It will drive a change in needed competences within an in-house legal function in a technology driven company. Capabilities, other than legal capabilities, will be a prerequisite for the ability of an in-house legal function and organisation to utilise the opportunities and guard against disadvantages of new emerging technologies.

In order to avoid missing out on the opportunities and ensuring the ability to understand the potential disadvantages and pitfalls of new technologies, it is essential to closely follow the development and dare to start embedding such technologies in daily operation even if such technologies are not yet fully integrated in the legal profession.