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? 

During periods of instability or crisis, I prioritise proactive risk assessment and clear communication to ensure legal agility and alignment with business continuity plans. My legal strategy focuses on safeguarding operational integrity while enabling swift, compliant decision-making. This includes scenario planning, rapid contract reviews and close coordination with cross-functional crisis teams. By embedding legal considerations into strategic planning, we ensure that legal risk management supports, rather than hinders, resilience and adaptability.

The legal function acts as both a stabiliser and an enabler, helping the business navigate uncertainty while maintaining regulatory compliance and stakeholder trust. In that sense, Legal becomes a strategic partner, rapidly assessing risks, enabling compliant agility and supporting decision-making under pressure. I also emphasise post-crisis legal reviews to capture lessons learned and refine future response protocols. Additionally, technology enhances our ability to anticipate legal implications, streamline processes and support the business in adapting swiftly and securely. This integrated approach ensures that Legal remains not only reactive but also forward-looking, contributing to long-term organisational resilience.

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

Recently, I have led several high-impact matters, including cross-border contract negotiations supporting strategic logistics partnerships, regulatory compliance reviews in the context of evolving EU sustainability and supply chain laws, and internal investigations related to operational risk. I’ve also overseen the legal aspects of a major restructuring initiative in Switzerland, ensuring alignment with labour law and corporate governance standards. Additionally, I’ve supported customs and trade law reviews to optimise cross-border operations and mitigate regulatory risk.

These cases reflect our legal team’s role as a business enabler, balancing risk management with strategic execution across jurisdictions. One particularly rewarding aspect has been collaborating closely with operational teams to translate legal requirements into practical, scalable solutions. This hands-on approach strengthens trust and ensures that legal input is embedded early in decision-making, not just at the final review stage.

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?  

Over the next five years, businesses operating in Switzerland will face a dynamic and increasingly complex legal environment shaped by domestic reforms, international alignment efforts and evolving societal expectations. In my view, the major legal challenges expected to impact Swiss companies include ESG and sustainability compliance, digital regulation and cybersecurity, taxation and cross-border work, corporate governance and compliance, and procedural and judicial reforms.

Legal teams must adapt rapidly by embedding legal foresight into strategic planning, investing in legal technology and maintaining strong regulatory engagement. They must be agile and responsive. As for me, I aim to act as a strategic enabler, ensuring compliance while supporting innovation and resilience. Stakeholder mapping is becoming increasingly important. Furthermore, leadership has, in my view, become more critical than ever. In that regard, I assign clear roles to the legal counsels in my team, communicate transparently and strive to be an authentic, engaged leader with empathy.