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

Over the past twelve months, we have pursued the Group’s international development through long-term strategic partnerships and alliances, with a successful expansion into new geographic areas alongside our established presence. These collaborations combine our strengths, creative expertise, intellectual property (IP), technology and networks with those of our partners to develop new large-scale shows and immersive experiences, and to seize new opportunities in a fast-evolving entertainment market.

As group general counsel and member of the Group Executive Committee, I led the structuring and negotiation of these partnerships and co-production arrangements, working hand-in-hand with the CEO and the business development and creative teams. We worked to develop the most appropriate legal and commercial structures and ensure their legal robustness and strategic alignment, including protecting our IP, aligning our partners’ expectations, and assessing and mitigating risk. The outcome has been the diversification of our sources of revenue and the strengthening of our leadership position, opening new markets in the Middle East and Asia, while preserving the artistic legacy of our founder.

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

When entering a new market with a strategic partner, my legal analysis directly shaped the transaction structure ultimately chosen by the Group. By articulating the legal, governance, tax and IP implications of each option, and by framing the risks in the context of what was good business for the company, I enabled the Executive Committee to make an informed strategic decision, one that protected our creative assets while giving the partnership the flexibility needed to grow. This is where I believe a general counsel creates the greatest value: translating legal complexity into strategic clarity.

As geopolitical instability continues, alongside economic and technological change, how do you guide your organisation through periods of uncertainty?

The entertainment industry is used to ups and downs, and our Group has weathered several storms, from the pandemic to the sudden loss of our founder. Operating across multiple regions, we are directly exposed to geopolitical and economic developments. My approach relies on scenario planning across multiple possible futures, in order to preserve the Group’s resilience and ability to bounce back; on heightened diligence regarding sanctions, compliance, AML/CTF and regulatory requirements in each jurisdiction where we operate; and on building flexibility into our contractual arrangements. Above all, I believe uncertainty is best navigated by remaining close to the business: being at the table where decisions are made allows legal to anticipate rather than react.

How have you implemented AI within your legal team to improve efficiency while maintaining quality and governance – and keeping the human element?

We use AI tools such as ChatGPT, Claude and Microsoft Copilot as support tools – to conduct legal research, prepare first drafts of legal documents and accelerate contract review – which frees time for strategic, high-value work. This is accompanied by a clear governance framework: confidentiality and data protection safeguards, no sensitive information entered into public tools, and systematic human review of any AI-assisted output. As the EU AI Act phases into application across the European Union, we also monitor our obligations as users of AI systems, both within the legal function and in our creative activities. AI will not replace the lawyer’s judgment, business understanding and relationships; it makes them more valuable than ever. Keeping the human element is not a constraint; it is the point.

Beyond your legal role, is there a cause or initiative you are especially passionate about?

The UN Sustainable Development Goals – and, among them, gender equality (SDG 5) in particular. I have long believed that in-house counsel are uniquely positioned to take meaningful and proactive action on sustainability, and gender parity is where I feel this most personally. Having built my career from the Luxembourg Bar to the Executive Committee of an international group, I know both how far our profession has come and how much remains to be done: women are well represented among in-house lawyers, yet still under-represented where strategic decisions are made. Diverse teams make better decisions. In a creative industry like ours, where our shows speak to audiences across cultures and generations, this is not only a matter of fairness; it is a genuine performance driver.