Team size : 6

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?

When a crisis emerges, my primary goal is to define a legal strategy that not only addresses immediate risks but also supports our long-term business objectives. In turbulent times, adaptability and prioritisation are crucial to success.

The first step I take is to conduct a thorough risk assessment, pulling together a clear picture of the situation by evaluating potential impacts across our regulatory obligations, contracts, and operations. This allows us to identify and prioritise the most pressing vulnerabilities in what I describe as legal triage: we focus on delivering the fastest and most effective solutions to critical issues.

Effective communication and strong leadership are at the heart of my crisis management approach. I prioritise team alignment by establishing clear roles and responsibilities, ensuring everyone remains focused on our common goals. At the same time, maintaining flexibility is key; we must be ready to adjust strategies as the situation evolves. During these times, I also place great emphasis on managing with empathy, recognising that our people are our best asset and, during challenging times, require support and resilience.

To ensure our legal strategy aligns with the business strategy, I take time to understand our business landscape, industry trends, and competitor actions. This enables us to focus our contributions on legal matters that directly support the company’s goals. Setting priorities that are mutually agreed upon with management ensures we are fully aligned moving forward.

Finally, clear and transparent communication with stakeholders is crucial. I maintain frequent communication with both internal teams and external partners, ensuring senior management remains informed of progress and changes. This proactive approach positions the legal team as an integral business partner, capable of turning challenges into strategic opportunities and ultimately positioning us for a stronger future.

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

Recently, I have been deeply engaged in leading significant M&A transactions and financial measures that have been pivotal to the companies I support. One standout project was the public takeover of SLM Solutions Group AG by Nikon Corporation, valued at around 620 million EUR. I led the legal side of this acquisition, managing intricate negotiations and ensuring a smooth integration with Nikon.

Beyond M&A, I spearheaded capital measures critical to securing Nikon SLM’s growth, including a 40-million EUR capital increase and the issuance of additional convertible bond tranches.

In parallel, I focused on building the legal and compliance function, with a clear vision to establish it as a valued business partner. While it is sometimes tempting to rely solely on risk assessments and regulations, I believe that legal counsel should be an enabler and catalyst for the business, finding creative solutions to complex deals. In our department, a “no” is often just a starting point for exploring alternatives that lead to a workable “but…”—one that then helps to unlock solutions.

How have you integrated technology into your legal processes, and what impact has this had on efficiency and compliance?

Incorporating technology has been transformative for our legal operations, significantly enhancing both efficiency and compliance. We have implemented a legal management system, including a clause generator, templates, electronic files, etc. Additionally, our risk management platform centralises data and streamlines reporting, which has proven invaluable in preparing for audits and responding promptly to regulatory changes.

One of the most impactful tools has been the integration of AI into our daily practice. I encourage all legal counsels to use AI in their daily business, especially in areas such as contract review, clause generation, drafting, and even for the initial stages of risk assessment. AI tools help to identify patterns in legal documents and provide standardised templates, saving considerable time and allowing our team to focus on more strategic issues. To foster a learning culture around AI, we hold regular team meetings where best (and worst) practices and insights are shared, ensuring that we understand the possibilities and current limitations of this technology. This open exchange not only builds our collective knowledge but also empowers each team member to adopt the most effective tools and techniques. Embracing AI has enabled us to elevate our efficiency and focus more on high-value advisory work.

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

Over the next five years, I anticipate significant legal challenges for businesses in Germany, particularly in areas such as data protection laws, heightened environmental regulations, stringent cybersecurity requirements, and increasingly restrictive export control rules. Each of these areas is evolving rapidly, with regulators expecting businesses to adapt their practices accordingly and respond quickly to new standards.

To address these challenges, we are implementing several proactive measures. First, we are expanding our compliance training programme, conducting regular workshops focused on topics such as GDPR updates and new environmental mandates. In cybersecurity, we are actively exploring partnerships with technology providers to strengthen our defences, deploying advanced tools for threat detection and response to combat the rising frequency of cyber threats. For export controls, we are developing a robust internal policy framework and working closely with international trade advisers to stay ahead of regulatory shifts.

By taking these proactive steps, we are not only mitigating risks but also positioning ourselves as leaders in compliance and innovation. Our aim is to use these regulatory changes as opportunities to build resilience and gain a competitive edge in the market.