Full name: Klara Bujdoso
Job title: Group General Counsel
Company: SWI Group

What are the key projects you have been involved in over the past twelve months? Please describe your role, impact and outcomes.

Over the course of the last twelve months, I have been part of a team of key executives leading SWI Group’s transition into a listed international investment conglomerate.

Further to the listing, I have been leading the development and transition of the company into its new corporate structure with proper governance framework in place.

A recent key project has been SWI Group’s listing on Euronext Amsterdam. I put in place the principal legal work streams, working with external counsels across multiple jurisdictions and advising the Board and senior management on governance, regulatory and transactional matters. As mentioned previously, a large part of the workflow was dedicated on implementing and developing the Group’s governance and compliance structures and framework, required for a publicly listed company.

In parallel, I continued the work of establishing SWI’s Luxembourg headquarters and building the Group’s local corporate functions. This included developing the legal function and supporting the establishment of accounting, consolidation, corporate governance and company secretarial capabilities, together with the related internal policies and processes.

More broadly, I have supported a number of cross-border strategic and corporate projects, coordinating legal workstreams across jurisdictions and working closely with the Board, management, internal stakeholders and external advisers. My focus has been on creating a legal framework that supports the Group’s continued international growth and development, in a practical and sustainable way.

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

An instance where my legal advice directly influenced the Group’s strategy and objectives is most visibly leading the company into a listed entity, while expanding the business in accordance with its international development strategy and growth target. Throughout this process, my time was primarily focused around the Board and senior management to develop the governance and approval structures that meet the international regulatory requirements, while remaining practical and available for a fast-moving international business.

To obtain this structure and coherence, it required looking beyond individual legal questions and instead turning to a new approach of how governance, organisational structure and decision-making processes could support the Group’s broader commercial objectives. The establishment of the Luxembourg headquarters was part of the same process, requiring legal, operational and governance considerations to be addressed together.

To me, this illustrates the true value of the General Counsel, acting as a business partner; identifying legal risks while also helping the organisation find practical and responsible ways to achieve its objectives.

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

The role of the General Counsel has evolved beyond providing technical legal advice. It increasingly requires commercial judgement, governance leadership and an understanding of the wider business.

In an international organisation, legal decisions often involve balancing regulatory, financial and operational considerations across several jurisdictions. The most important attributes are therefore sound judgement, integrity, commercial awareness, and pragmatism.

I believe legal teams add the greatest value when they help the business achieve its objectives responsibly, rather than simply identifying risks.

Organisations are facing increasing regulation across jurisdictions. How do you embed compliance across the business?

Compliance needs to form part of everyday decision-making rather than operate as a standalone legal exercise. My approach is to incorporate legal and compliance requirements into governance and approval processes from the outset, supported by clear policies, regular engagement with the business and appropriate Board reporting.

Training is equally important. Employees should understand not only the rules, but also how those rules apply to their work in practice. Practical training and accessible guidance help create a culture where people feel comfortable identifying issues and seeking advice early. For an international, listed organisation, I believe simplicity, consistency, and regular communication are particularly important in maintaining an effective compliance framework.

What major challenges or risks should in-house legal teams be preparing for over the next 12 months?

Legal teams will continue to face increasing regulatory complexity, particularly in areas such as corporate governance, disclosure requirements, sanctions and financial crime, data protection, cybersecurity, and artificial intelligence.

At the same time, businesses expect legal teams to support increasingly rapid commercial decision-making. The challenge is therefore to provide practical and timely advice without compromising appropriate governance or regulatory standards. The strongest in-house teams will be those that combine sound legal judgement with efficient processes, appropriate use of technology, and close collaboration with the business.