Team size: Between 40-80

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?

I am analysing the long-term impact of decisions and advocate for flexibility and the ability to adjust along the way. This applies to contractual commitments (obligation to review from time to time), board decisions (breaking strategic commitments in phases and revalidating them along the way) or business decisions. Keeping options open often come at a cost and can impact immediate profitability so this requires careful analysis and alignment with stakeholders.

I am a member of the Executive Board, and the legal strategy is a sub-set of the overall strategy. What is sometimes most challenging is to ensure that out of the 100 initiatives I could take from a legal standpoint, I select and prioritise the ones which are most needed to support the Group strategy, even if this is not what is most pressing regarding the legal function.

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

UK Take-over of a multi-trading facility: Acquis, which completed on 1 July 2025.

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

SIX is privately owned by 119 banks and the governance is unique. I have performed a fundamental review of our authority matrix to align it with the current business organisation and current allocation of responsibilities: how it really is in practice. This was a 10-month long review involving every part of the organisation.