Are there any particular challenges for which in‑house counsel should be preparing in 2026?

One of the most critical challenges is data protection and privacy. It is no longer a niche or specialist topic; it has become core legal knowledge for any in‑house counsel. Today, it is impossible to properly assess legal, operational or reputational risks without a solid understanding of how personal data is collected, processed and protected across the business. In‑house lawyers must be able to translate data protection requirements into practical guidance and anticipate risks before they materialise, rather than treating privacy as a purely reactive compliance exercise.

How do you manage legal aspects during periods of instability or crisis, ensuring alignment with the business?

In periods of instability, experience has shown me that the most effective approach is to slow things down rather than rush decisions. During highly uncertain moments, such as the period following COVID‑19, focusing on managing one day at a time proved far more sustainable than trying to anticipate every possible scenario at once.

From a legal perspective, this means prioritising what is truly critical for the business, maintaining open and constant communication with key stakeholders, and ensuring that legal advice remains practical and grounded in the company’s immediate realities. Equally important is recognising the human dimension of crises. Supporting the team, avoiding burnout and prioritising human connections and trust are essential to sustaining performance over time. A legal strategy can only align with the business if the people behind it are mentally supported and resilient.