What are the most significant cases or transactions that your legal team has recently been involved in?

The legal team has played a central role in supporting one of the most significant transformations in the Danish pharmaceutical industry. LEO Pharma has evolved from a broad, fully integrated pharmaceutical company into a focused, innovation‑led specialty pharma, centred on dermatology and select immune‑mediated and rare disease areas, with an increasingly partner‑driven and externally sourced R&D model. In line with this strategic shift, the legal team supports the business across both organic and inorganic growth initiatives, while maintaining strong cost discipline and effective risk management. A key focus has been enabling LEO Pharma’s outsourced innovation strategy, including complex strategic transactions and partnerships. Most notably over the past year, the team supported the sale of the STAT6 clinical programme to Gilead for up to USD1.8 bn. , representing one of the largest pre‑clinical transactions in the industry. In addition, the team advised on the acquisition of the Spevigo® rare disease drug substance and related clinical trials from Boehringer Ingelheim, a strategically important transaction strengthening LEO Pharma’s dermatology and rare disease portfolio. Together, these matters reflect the breadth and strategic importance of the legal team’s work in enabling LEO Pharma’s transformation and long‑term growth.

What are some of the biggest legal or regulatory challenges currently facing your industry, and how is your team preparing to address them?

The pharmaceutical industry is currently facing significant legal and regulatory challenges, including evolving EU and Danish regulatory requirements, increased scrutiny around pricing and market access, and heightened expectations relating to data integrity, ESG, and compliance. At the same time, our organisation is undergoing a broad transformation, which adds complexity in areas such as governance, operating models, and cross‑border collaboration. The legal team plays a central role in preparing the business to meet these challenges. We work closely with senior leadership and key stakeholders to anticipate regulatory change, embed compliance into transformation initiatives, and ensure that legal risk is managed in a pragmatic and commercially aligned way. This includes strengthening governance frameworks, providing clear and practical guidance, engaging constructively with regulators, and delivering targeted training across the organisation. By positioning the legal function as a strategic partner, we help support innovation and growth while maintaining a strong and sustainable compliance culture

How do you approach talent development and knowledge sharing within your legal team? Are there any specific practices or programmes in place?

Talent development is a key priority for our legal team. We have established a Leadership Community to support the development of leaders across Global Legal, IPR & Compliance, recognising that strong leadership is foundational to building and retaining high‑performing teams. At the same time, we are conscious that management should not be the only career path. As part of our ongoing development efforts, we are therefore introducing a specialist career pathway to provide greater transparency and focus on the development of deep subject‑matter expertise. Knowledge sharing is equally central to how we operate. We hold monthly leadership team meetings with a strong focus on sharing insights, developments, and best practices, complemented by ongoing knowledge sharing that is cascaded across the wider team as relevant. We see knowledge as critical to effective business partnering, enabling the team to provide holistic, commercially informed legal advice.