Team size: 5

What are the key projects that you have been involved in over the past 12 months?

My role covers a wide range of assignments and I deal with whatever comes my way. This year we have revised our Partnership Agreement for our some 170 partners and with many stakeholders involved. I am the Board Secretary and advise the firm on regulatory issues and Corporate Governance, which can be challenging in a heavily regulated business under a relatively new Auditor Act. A big part of my work is to support the business on large-scale RFPs and negotiating cross-border MSA’s with our clients on behalf of the wider global Deloitte network. This year we have been successfully awarded some very important contracts. To meet the increasing complexity of the services we provide and the contracts we deal with, we have this year further enhanced our integration of the in-house contract teams across Nordic and our North-South Europe region (covering 28 countries), which has resulted in a leaner and swifter contracting process, drawing on the expertise of contract lawyers from a wide range of countries to the benefit of our clients and our business. I also support HR with employment law matters and the Working Environment Act sect. 14-12 on hiring in personnel continues to be challenging in the consultancy business, where there is a legal debate on interpretation of these statutes. I am also the ethics officer for Deloitte Norway, being responsible for our code of conduct. Ethics, integrity and our compliance programs are high on the agenda both for our clients, talents and the market.

What do you think are the most important attributes for a modern in-house counsel to possess?

The role of a modern in-house counsel has evolved significantly, requiring a blend of legal expertise and business acumen. Understanding the business is crucial, as it enables the counsel to provide legal advice that is not only sound but also aligned with the company’s strategic objectives. Practicality is also a key factor; in-house counsel must offer solutions that are feasible and actionable, balancing legal risks with business realities. A strategic mindset is essential, and we must be hands-on and service minded. Time always seems to be of the essence! In a time of constant change, adaptability is vital. Counsel must stay abreast of new laws and regulations, listen to market conversations, and swiftly adapt to new compliance requirements and expectations from regulators, the market, and internal talents. Integrity is non-negotiable; counsel must provide advice that may not always be popular but is necessary for the company’s long-term health, standing firm and doing the right thing. No counsel is an island, and we need a strong team and close cooperation with colleagues and stakeholders. Having short reporting lines to the leadership ensures that legal considerations are integrated into decision-making processes. These attributes enable in-house counsel to navigate the complexities of modern business environments, ensuring legal compliance while driving strategic initiatives.

What do you think sets you apart from other in-house counsel?

Being street-smart has helped me manoeuvre in challenging cases. 26 years as a lawyer, 16 of them in-house in multinational companies, has also taught me that you can go a long way with a fair share of pragmatism, humour and thinking out of the box.

Based on your experiences in the past year, are there any trends in the legal or business world that you are keeping an eye on, of which you think other in-house lawyers should be mindful?

The use of AI in the legal community is obviously in the crosshairs of many in-house legal teams, but it has proved challenging to find the best use cases. At the same time, the AI models are proving more and more mature, and with this the ability to support in a busy in-house legal environment develops. Legal teams should stay open-minded and keep the conversation running (both internally and externally) around the best use cases for generative AI, while at the same time being aware of the risks – especially the shortcomings of the technology. Repetitive contracting tasks, meeting minutes, standardised responses, are areas where legal teams should practice and find the best application. My team experiment with generative AI as this is likely to save much time going forward. Sharing what use cases we find useful is very relevant, while at the same time highlighting where results are still not sufficient. The fact that all output requires quality assurance from a legal professional is important to limit risks for the company, and us as legal professionals.

What is a cause, business or otherwise, that you are passionate about?

I am passionate about people and ensuring they are seen and thrive in their roles. Respect, diversity and inclusion, taking care of each other and be acknowledged for who you are, are fundamental to a healthy work environment. Work should be fun and stimulating! For this to happen, work-life balance is essential. Only when people thrive can we achieve optimal business outcomes. With rapid digitalisation, large cross-border projects, geopolitical challenges, and the younger generation entering the workforce, prioritising these values is more important than ever.