How do you approach managing legal aspects during periods of instability or crises, and how does your legal strategy align with the broader business strategy to ensure the organisation’s resilience?

In times of crisis or uncertainty, organisations must act swiftly — but it’s just equally important to remain composed. Over the years, I’ve found that one of the most important roles of the legal function, especially its leadership, is to provide that sense of calm and control. When legal matters are handled with clarity and confidence, it creates space for the organization to realign strategically.

Leading a legal team through such phases is undoubtedly demanding, but it’s also very inspiring. From a management perspective, it is just a classic example of strategic tension, balancing immediate operational needs with long-term resilience. I typically adapt my team to reflect this: some colleagues focus on keeping the daily business steady, while others are tasked with tackling emerging challenges. This setup not only ensures alignment with the broader business strategy, but also allows us to use our resources sustainably, which is crucial when uncertainty lingers.

And while frameworks and processes are essential, I believe that resilience also comes from people. Especially in difficult times, it’s the shared moments — whether during a working lunch or just over a coffee — that keep motivation high and collaboration strong. These connections are not just nice to have; they’re strategic investments in the team’s cohesion and performance.

What are the main cases or transactions that you have been involved in recently?

Over the past few years, I’ve focused on building a high-performing Legal and Compliance team within a highly dynamic and transformative environment. In parallel with managing complex day-to-day legal matters, I’ve led several large-scale regulatory transformation initiatives, ensuring legal integrity while actively shaping strategic change.

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

I view diversity and inclusion not just as values, but also as strategic imperatives for building resilient, high-performing teams. In my leadership role, I actively integrate these principles into recruitment and team development, ensuring a balance of perspectives and experiences. I’ve implemented flexible working models — such as home and flex office — with genuine intent, creating space for working parents, dedicated athletes, and others with unique needs.

Since becoming a working mother myself, I’ve gained firsthand insight into the importance of flexible and supportive structures. Especially in challenging times, such diversity and inclusion not only foster motivation and efficiency, but also strengthen the team’s ability to adapt and thrive.