What has been the number one challenge that has impacted you over the past year?

We have faced quite a few challenges in the past year. Firstly, there were several large, complex, and intensive transactions and projects that had to be handled simultaneously. Legal departments also had to do more with fewer resources under increasing cost pressure, while keeping up with the constantly changing requirements of the operational business units.

Legal departments are increasingly confronted with innovative products, services, and processes from the market environment, particularly from their own company. Hence, they must strike a balance between new business models and the need for a pragmatic and solution-oriented legal classification and assessment based on existing law.

Could you share an example of a time when you came up with an innovation that improved how your legal team works and did not come at a large expense?

Existing IT programmes were further developed at modest cost to become more efficient and effective in knowledge and document management.

What would you say are the unique qualities required to be successful as an in-house lawyer in your industry?

The in-house lawyer should not only function as a legal advisor, but must also think entrepreneurially. He should provide support to business units and the management, acting as a solution-oriented and effective business partner, providing optimal solutions within the given legal framework. As part of the company, the in-house lawyer is responsible for driving business interest. This responsibility comprises preparing the legal situation in such a way that an entrepreneurial decision based on it, even if there is a possibility of residual risk.