Team size:10

What are the key projects you have been involved in over the past twelve months?

Over the past twelve months, I have supported several (global) strategic growth initiatives, including cross-border acquisition opportunities across Europe. My role included legal risk assessment, transaction structuring, competition law analysis, due diligence leadership and negotiation support throughout the acquisition process.

In addition to managing legal execution, I worked closely with senior business stakeholders to ensure that legal considerations were aligned with broader strategic and commercial objectives.

A significant focus has been helping the business prepare for major regulatory developments across Europe, including the General Product Safety Regulation (GPSR), the EU Deforestation Regulation (EUDR), the Packaging and Packaging Waste Regulation (PPWR), sustainability-related compliance requirements and evolving product liability frameworks.

I led legal assessments, implementation planning and cross-functional alignment initiatives to ensure compliance readiness while minimising operational disruption.

I continued to support innovation and technology development through management of the company’s intellectual property portfolio, patent strategy, licensing matters and technology-related agreements. This included advising on patent disputes, licensing negotiations and protection of strategic technologies across international markets.

Can you describe an instance where your legal advice directly influenced business strategy or commercial objectives?

One example involved a product safety assessment concerning a legacy product line where field incidents had been reported over several years.

Rather than approaching the issue solely as a legal risk matter, I worked with engineering, quality, operations and senior management teams to evaluate the technical evidence, regulatory obligations, customer impact and broader business implications.

My advice focused on balancing legal compliance, customer safety, brand protection and commercial continuity. By implementing a structured risk-based approach, the business was able to make informed decisions regarding corrective actions, customer communications and future product strategy.

The project demonstrated the value of integrating legal analysis into strategic decision-making rather than treating legal as a final-stage reviewer. It also reinforced the role of legal counsel as a business partner capable of helping management navigate complex commercial and reputational considerations.

How has the role of general counsel evolved, and what are the most important attributes for the modern in-house lawyer?

The modern in-house lawyer is expected to be a strategic adviser, risk manager and business partner rather than simply a technical legal expert.

Today’s legal leaders must understand commercial drivers, supply chains, technology, data, sustainability requirements and geopolitical developments. Success increasingly depends on the ability to translate complex legal risks into practical business decisions.

The most effective in-house lawyers combine legal expertise with commercial judgment, communication skills and the ability to influence stakeholders across the organisation.

How have you implemented AI to improve efficiency while maintaining quality, governance and integrity within legal teams?

AI presents significant opportunities for legal departments, particularly in contract review, legal research, document summarisation and knowledge management.

Within our legal function, we have explored the responsible use of AI tools to improve efficiency and reduce administrative workload while maintaining appropriate human oversight.

Governance remains critical. We have focused on ensuring that AI-generated outputs are reviewed by qualified legal professionals, that confidential information is appropriately protected and that AI is used to augment rather than replace legal judgment.

I believe successful AI adoption requires equal attention to governance, quality assurance and change management alongside the technology itself.

What major challenges or risks should in-house legal teams be preparing for over the next twelve months?

The pace and volume of regulation continue to increase significantly, particularly in areas such as product compliance, sustainability reporting, supply chain due diligence, artificial intelligence and data governance.

At the same time, businesses face increasing geopolitical uncertainty, supply chain disruption and heightened expectations from regulators, customers and investors.

Legal teams must therefore become more proactive and data-driven. Future success will depend on the ability to identify emerging risks early, collaborate effectively across functions and provide practical guidance that enables business growth while maintaining compliance.