Netherlands 2025
Supported by the Association of Corporate Counsel
Executive Director Legal & Compliance | General Counsel | Rituals Cosmetics Enterprise B.V.
General Counsel Corporate Affairs | Darling Ingredients International
General Counsel | Amvest Investment Management B.V.
General Counsel, Mauer Consultancy | Mauer Management Consultancy B.V.
General Counsel, Group Manager Risk & Compliance | Fourthline
General Counsel Unilever Foods Europe & Head Legal the Netherlands | Unilever
Vice president, general counsel, ethics and compliance officer | Capgemini
General Counsel and Corporate Secretary | Port of Rotterdam
Legal, Compliance and Governance Assistant | Booking.com BV
General Counsel, Senior Director | JTC Group
General Counsel EBSC and SSA | COFCO International Netherlands B.V.
Senior Director - Global Antitrust, AI & EU Affairs | Uber
Head of contract management and legal | VolkerWessels Bouw & Vastgoedontwikkeling
Head of Legal, Europe and Global Privacy Counsel | Tata Consultancy Services
General Counsel, Procurement Operations Sustainability | Danone
Ocom BV Global Group General Counsel | LeaseWeb Global B.V.
Head of legal business, head of corporate and financial law | Philips
General Counsel EMEA & LatAm | Spencer Stuart
Head of Legal Netherlands, Google Netherlands B.V. | Google Netherlands B.V.
I am delighted to introduce the inaugural edition of Legal 500 GC Powerlist: Netherlands 2025, and extend my congratulations to all those featured in this year’s list.
I would also like to thank everyone who contributed to the research process and took the time to speak with us. Our GC Powerlist initiative aims to provide a platform for general counsel to exchange knowledge, insights and expertise, fostering an environment in which individuals can learn from each other and share their experience.
Amid rapid geopolitical shifts and technological change, these shared experiences are becoming increasingly valuable. As Ernst van de Weert, general counsel at Heineken N.V., points out: ‘one significant trend is the increasing importance of digital transformation and the integration of technology in legal processes.’ His peers, across all sectors, are quick to agree. Eva de Vries, Meta’s associate general counsel, warns that ‘there will be more overlapping regulation and a bigger focus on tech and AI’, something that will have a particular impact on legal counsel.
Discussions around digitalisation and the use of AI are therefore essential – and taking place in almost every in-house team on a global scale. Harnessing AI is key, Vanessa Vilar, general counsel at Unilever Ice Cream, reminds us. If general counsels’ decision-making process ‘can be powered by technology and AI, the in-house counsel becomes even more efficient and impactful, allowing more time dedicated to high value activities’, she says.
It is these high value activities where general counsel shine. What distinguishes in-house legal professionals, as many of our interviewees agree, is their ability to embed themselves within the organisation, offering guidance not just as legal advisors, but as trusted business partners: general counsel ‘are also strategic partners who contribute to the overall success of the organisation,’ points out Kyong Soon Rijnders, general counsel and ethics and compliance officer at Capgemini Netherlands.
This level of involvement means that general counsel have to adapt, taking on roles well beyond their formal job descriptions. The list of the most important attributes for a general counsel is a long one: as Jantine Bos, legal director at Unibail-Rodamco-Westfield, candidly puts it, ‘what qualifies a modern in-house counsel… is a lot’. While legal expertise is a given, today’s general counsel must also possess a deep understanding of the business, a proactive approach to risk, the ability to translate complex issues into clear advice, and the agility to adapt and communicate with clarity.
The GC Powerlist: Netherlands 2025 is a testament to the vital role in-house counsel play in every organisation. As Bos succinctly reflects, ‘the work of a lawyer always lingers’.
The recent news that elite US firm Sullivan & Cromwell had apologised to a judge over AI hallucinations in a court filing prompted a collective wince from the legal profession.
But while some lawyers remain wary of AI, others are striking a more open-minded note, and at the LexisNexis AI Forum hosted this Wednesday (20 May) by Legal 500 and Legal Business, panelists argued that the risks are far outweighed by the opportunities.
Barbara Zapisetskaya, principal technology counsel at the European Bank for Reconstruction and Development, made the case that hallucinations and other potential pitfalls can be overcome with a shift in mindset.
‘What makes a difference,’ she said, ‘is empowering your lawyers to take responsibility for AI output – helping them become active AI operators, not just passive AI users. You have agency to decide whether you agree with the output or not.’
Zapisetskaya was among a line-up of leading in-house figures speaking on two panels, which covered everything from practical steps for AI implementation to the key decisions GCs need to be making in the coming months.
Financial Times general counsel Dan Guilford began by stressing the importance of building the right culture for AI adoption. In addition to proactively upskilling himself, Guilford talked about how he had implemented a voluntary weekly ‘show and tell’ meeting for team members to share successful use cases – or an exercise that became a gratifying measure of progress.
Other panelists discussed how increased in-house productivity is altering the dynamic with their external counsel.
While some see the use of AI by law firms as a precursor for reduced fees, Russell Davies, head of global operations for legal and compliance at Dentsu, said that faster results – however they are delivered – are something to be valued.
GSK assistant general counsel Anthony Kenny agreed, saying that while there was an expectation that external counsel would be utilising AI, the focus should be on the value of the output, rather than an overemphasis on identifying AI use as a justification to reduce fees.
Speaking on the second panel, MUFG EMEA general counsel James Morgan stressed the critical importance of education, noting that educating the C-suite on the advantages and risks of AI is just as important as enabling large in-house teams to use these tools.
Shanthini Satyendra, vice-chair of the AI Committee, Society for Computers & Law, CEO and founder of Manisain, offered a reminder of the importance of making the connection between tasks and the purpose behind them, extolling the virtues of identifying use cases for AI that can solve a meaningful problem.
Zapisetskaya concurred, adding that one of the most important tasks for GCs across the next six to twelve months is to create AI playbooks and templates, noting that ‘it is easy for lawyers to see problems – much harder for lawyers to see opportunities.’
There was also broad agreement among panellists that GCs should focus on upskilling their junior lawyers on AI, rather than – as some may expect – cutting back their workforce. As Satyendra summarised: ‘Some people are replacing human capital with AI without thinking about what’s required to make AI work. Retain your people and train them up.’
The panels were moderated by Emma Millington, head of the UK Lexis+ Finance Group, and LexisNexis director of segment management Stuart Greenhill.
