Team size: 75-100

What are the key projects that you have been involved in over the past 12 months?

Over the past 12 months, two key initiatives have defined my role.

Klarna’s IPO readiness: as Klarna continues to scale globally, preparing the company for a potential IPO has been a top priority. I’ve played a central role in aligning our corporate infrastructure to meet the rigorous expectations of public markets, particularly in the UK and US. This has included strengthening our governance framework, enhancing disclosure and reporting processes, and ensuring regulatory alignment across jurisdictions. Our goal has not been just technical compliance, but also building trust and transparency into our architecture to support long-term, sustainable growth.

The legal team’s transformation: when I joined, Klarna’s legal function operated as a decentralised collection of subject matter experts, each lawyer embedded in a different part of the business. While this brought proximity, it lacked cohesion and collaboration and cross-functional, global oversight.

Over the past year, I have led a strategic reorganisation to transition into a unified, centralised legal function with clear leadership, accountability, and collaboration norms. We established shared priorities, introduced standardised ways of working, and created cross-functional legal support focused on high-impact initiatives such as AI, new financial products, and compliance transformation.

This change has significantly improved our delivery speed, internal alignment, and the quality of our risk assessments. The legal team is now seen not just as a support function, but as a critical enabler of Klarna’s innovation agenda.

It has also brought significant benefits to individual contributors who have leadership and support from fellow lawyers, career progression prospects and can operate across a more generalist in-house role, enabling personal and career development.

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

Leading the evolution of the law.

Many of the products and services offered by fintechs today, including Buy Now, Pay Later (BNPL), do not fit neatly into the traditional categories that lawmakers envisioned 30 or 50 years ago for financial services. This holds true for other industries too.

These legacy frameworks often reflect assumptions that are outdated, particularly when applied to digitally native, data-driven business models.

It is essential for in-house counsel to not only understand the law, but to lead its evolution on the basis of the business exposure and understanding they have as in-house counsel. This means recognising that legal frameworks are not fixed constraints, they are tools to be interpreted, shaped, and reformed in response to economic and technological change. Our role is not to passively accept precedent, but to actively engage with regulators and policymakers, asking the difficult but necessary questions: Why should laws designed for credit card debt apply wholesale to new financial models like BNPL? Do those laws reflect the reality of how this product works, how risk is shared, and how consumers interact with it?

Being a legal leader today requires boldness, intellectual honesty, and a willingness to challenge assumptions. We must be comfortable operating in the grey and confident in making the case for a more fit-for-purpose legal framework, one that promotes both innovation and responsible conduct.

Based on your experiences in the past year, are there any trends in the legal or business world that you are keeping an eye on, of which you think other in-house lawyers should be mindful?

While widely discussed, the transformative impact of AI on the legal profession is only just beginning. It remains the most significant trend legal teams must grapple with – not just in terms of opportunity, but as a priority: responsibility.

Legal work is being reshaped at speed, and in-house teams are not immune. At Klarna, we are actively leaning into this shift. AI is already helping our legal function streamline contract reviews, surface risk patterns, and liberate time for what matters most: strategy, sound judgment, and human connection.

But with this capability comes a clear duty of care. It’s not the technology itself that defines the outcome – it’s how we use it. As lawyers, we must bring to the table what no algorithm can: ethical reasoning, contextual awareness, and principled decision-making. AI requires human oversight, scrutiny, and, above all, judgment.

I believe responsible adoption should be our guiding principle. We must embrace AI to move faster, dig deeper, and serve the business better – but never at the expense of rigour, fairness, or accountability. In practice, this means becoming ethical stewards of AI’s deployment: asking the hard questions, setting clear guardrails, and ensuring that the outputs align with both legal and ethical standards.

The future of legal work is AI-augmented. We should approach this frontier with ambition, but also with caution and clarity – balancing innovation with integrity.

What is a cause, business or otherwise, that you are passionate about?

I am a single mother of three children and have been since my youngest (now 7) was born. I’ve always worked full-time. The greatest challenge hasn’t been the logistics or the workload – it’s society quietly suggesting that a working mother is somehow choosing ambition over her children.

I care deeply about enabling mothers to thrive in the workplace, not in spite of being parents, but alongside it. That means mentoring and coaching women to believe that they can lead, build careers, and still be present and loving parents. It’s not easy – it requires intention, energy, and relentless prioritisation. I’ve taken work calls while sitting on the sidelines of sporting events. I’ve written board papers after bedtime stories. It’s not perfect, but it’s possible.

But to support mothers, we must also recognise and elevate the role of fathers. True equality in parenting is the foundation of workplace equity. At Klarna, both parents are entitled to, and culturally encouraged to take, equal parental leave. It’s a norm, not a negotiation. As a result, hiring managers don’t subconsciously weigh gender when making hiring decisions. This is a game-changer. It frees women from the burden of “potential absence,” and it empowers fathers to build meaningful relationships with their children from day one.

In the UK, we still have work to do. Culturally, policies often place the weight of early parenting on mothers’ shoulders, while failing to offer men the tools or permission to fully participate. If we want women to succeed at work, we must ensure men feel just as free to succeed at home.

I’m passionate about building a future where both mothers and fathers feel supported in their dual roles, and where our children grow up seeing that love, care, and leadership come in many forms.