Team size: 24

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

Legal has been closely involved across the lifecycle of major housing and urban development projects, supporting OBOS’ role as one of the leading residential developers in the Nordic region. This includes legal support in early-stage project structuring and governance, regulatory and planning law considerations and contract and risk frameworks for development and construction.

Following heightened member engagement and scrutiny, legal has been deeply involved in governance‑focused projects across the Group, including review and handling of a large volume of member and delegate proposals, clarification of decision‑making authority between governing bodies and support to the board and executive management in navigating democratic processes.

Legal has played a key role in embedding ESG‑related requirements across the Group through updated compliance frameworks (anti‑corruption, competition, governance), alignment of policies with evolving regulatory standards and advisory support to projects addressing sustainability, energy efficiency and social inclusion.

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 most effective strategy is context. Legal advice only has value if it is clearly connected to the business reality in which it operates. I spend a lot of time understanding the commercial drivers, constraints and incentives of my stakeholders, and I expect my team to do the same. We aim to frame advice in terms of options, trade‑offs and consequences, rather than binary yes/no answers. Trust is built when stakeholders experience legal as a partner that understands their world and helps them succeed within acceptable risk.

As AI becomes increasingly integrated into legal teams, and the pressure grows to ‘do more with less’, how can GC balance efficiency, quality and human judgement?

AI is a powerful tool for efficiency and consistency, particularly in areas like document review, knowledge management and first‑level analysis. But judgement, accountability and ethical responsibility remain human tasks. The balance lies in being very deliberate about what we automate and what we do not. AI should free up time for higher‑value work, not replace critical thinking. As GCs, we must set clear standards for quality, transparency and oversight, and ensure that technology supports — rather than erodes — professional responsibility.

Beyond your core legal role, are there any causes or initiatives you’re passionate about?

I am particularly interested in good governance and responsible decision‑making, whether in corporate structures, boards or member‑driven organisations. I believe strong institutions depend on clear roles, accountability and trust — and lawyers have an important role in safeguarding that. More broadly, I am passionate about developing legal teams that are confident, thoughtful and grounded in professional judgement rather than fear of risk.