Team size: 11

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

Following the strategic divestment of Schibsted Media in 2024, my primary focus has been navigating Vend’s evolution into a specialised, pure-play online marketplace leader in the Nordic region. This transition necessitated a comprehensive restructuring of our legal and corporate frameworks to align with our new identity as a standalone entity listed on the Oslo Stock Exchange.

Key workstreams included executing several follow-on divestments of non-core assets and delivering on the company’s capital allocation strategy, including larger share buyback programs. From a governance perspective, I led the initiative to modernise our corporate governance protocols, ensuring they meet the rigorous standards of a specialised tech-driven marketplace.

Beyond corporate and M&A related work, the legal team in general has been an integral driver of our operational roadmap. We played a critical role in the large-scale migration to a unified technology platform and provided the legal architecture for the ongoing verticalisation of our business. These projects required a dual focus: ensuring regulatory compliance across multiple jurisdictions while maintaining the agility needed for a high-growth tech environment.

As the in-house role continues to evolve from legal advisor to business partner, what strategies have you found most effective for stakeholder management and aligning legal advice with business strategy?

The modern in-house must be a strategic enabler rather than a “gatekeeper.” I believe the most effective strategy for stakeholder management is adopting a bird’s-eye view of the organisation. This allows the legal department to identify cross-functional dependencies and ensure that all relevant stakeholders are aligned early in the decision-making process.

To truly align legal advice with business strategy, I prioritise a “solution-oriented” methodology. While the legal function inherently possesses the authority to halt high-risk initiatives, I believe that power should be used sparingly. Instead, our role is to navigate the “how.” By deeply understanding the commercial objectives of the business, we can pivot from identifying risks to architecting legal frameworks that mitigate those risks while still achieving the desired commercial outcome. Transparency and early-stage involvement are the cornerstones of this partnership.

How do you prioritise diversity and inclusion within your legal department, and what initiatives have you implemented to create a more inclusive work environment?

At Vend, we view culture as a foundational asset rather than a secondary priority. Within the legal department, we have focused on fostering an environment of psychological safety and high level of transparency.

One of our most impactful initiatives has been structured sessions dedicated to interpersonal and professional development. We have invested significant time in understanding each team member’s unique cognitive strengths, communication styles, and professional vulnerabilities. This approach not only promotes inclusion by ensuring every voice is heard and valued, but also improves our collective output by leveraging the diverse perspectives of a highly cohesive team.