Team size : Three

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?

As chief legal officer/general counsel, I align our legal strategy tightly with the business mission of bridging access to quality medicines in low- and middle-income countries (LMICs), a context where instability is inherent to the region. We prioritise continuous monitoring of regulatory and geopolitical shifts so that our operations, procurement models, and compliance frameworks are quickly adaptable and work alongside the business to make sure we can identify potential changes and regulatory shifts as early as we can.

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

In 2025, we negotiated and structured a matching fund that pairs government procurement of key medical commodities in our subsidiaries with a 1:1 grant from the Gates Foundation, securing clarity around financial obligations and compliance frameworks for both the donor and buyers through Axmed.

The Axmed groups has advisory and tech services through its different subsidiaries. I have led the implementation of standardised legal terms for our two core arms to facilitate scalability, and policy engagement within LMIC procurement frameworks.

How is your in-house legal function strengthening corporate governance in response to evolving expectations around transparency, accountability, and stakeholder engagement in Switzerland?

Our legal function plays a central role in embedding these values across Axmed’s structure, for example we have established comprehensive code of conduct and compliance framework, including anti-bribery and corruption, child‑protection, and code‑of‑conduct policies. These form the backbone of our ethical operations across multiple jurisdictions.

Yearly, we publish our Annual Impact Reporting, Axmed commitment to high standards of transparency, accuracy, and accountability by sharing with the broader community the reach that Axmed has, benefit to users and broader societal impacts in the countries where we operate.

What do you see as the major legal challenges for businesses in Switzerland over the next five years, and how are you preparing to address them?

The shift in geopolitical currents is tricky. For example, we see more countries ring-fencing critical sectors (AI, data, energy, semiconductors) as strategic assets in a more “nationalistic” approach to economic policy. That challenges Switzerland’s role as a global convening point for international business and standard setting. We have positioned Axmed not just as a Swiss company but as a truly international platform, through our group of companies, a diverse leadership, and an operational footprint that reduces over-reliance on any one regulatory regime.