Team size: Six

What are the most significant cases, projects and transactions that you and your legal team have recently been involved in?

Investment in Thailand and Vietnam. We provide legal and compliance support to the project team expanding manufacturing operations to support Pandora’s growth. This includes being involved in designing the legal entity structure, business licenses and investment planning; engaging suppliers for construction, machinery, and specific turnkey projects for our factory; and ensuring compliance with our Code of Conduct and local laws.

Supply Chain. We provide contract support to our key stakeholders in their initiatives to build supply resilience and innovation networks that support growth and sustainability targets. For example, we have been directly involved in negotiating contracts with external partners for lab-grown diamonds, recycled silver, and innovative solutions to the jewelry business.

Dispute Resolution. The legal and compliance team has managed a variety of disputes. We have prevented escalation of disputes as well as taken necessary actions to protect the interests and reputation of the organization.

How do you approach managing legal aspects during periods of instability or crisis to ensure the organisation’s resilience?

In an era of instability and an ever-changing environment, a deep understanding of evolving business needs is crucial. My approach involves not only proactively seeking to understand the businesses and their solutions but also proactively assessing the legal implications of various business scenarios and offering clear and actionable strategies for each possible outcome in ways that add value to the business and directly support organisational resilience. This requires the legal team to have end-to-end thinking and the ability to anticipate future challenges. It must maintain a flexible and open-minded mindset and be ready to pivot. I find that consciously asking ourselves simple questions like “what if” and “then what” is becoming not just a habit but more meaningful than ever.

What do you think are the most important attributes for a modern in-house counsel to possess?

In the ever-changing world we are in, modern in-house counsel must prioritise self-learning to adapt to rapid changes and emerging risks. We must also strive to possess broad knowledge beyond legal boundaries, which will enable us to provide holistic advice crucial for navigating complex business challenges. Lastly, the ability to actively collaborate within networks to share solutions and learn from the experiences of others is increasingly vital for navigating novel and rapidly evolving challenges.

How can general counsel foster a corporate culture that supports ESG principles and compliance across all levels of the organisation?

While tone from the top and strategic alignment are foundational, the legal team can practically foster an ESG culture by embedding an ESG mindset in all legal advice and ensuring stakeholders understand the implications. To achieve this, what I find useful is the ability to proactively connect ESG principles to the organisation’s activities and business commitments within its value chain and then demonstrate tangible business impact.