What are the most important transactions and litigations that you have been involved in during the last two years?

Despite the challenges caused by the Covid-19 pandemic, SIG has successfully undertaken several strategic M&A and capital markets transactions during the last two years. Since the IPO in 2018, the most important transaction of the last two years is the recently announced acquisition of Scholle IPN for an enterprise value of €1.36bn. Scholle IPN, headquartered in the USA with approximately 2,100 employees globally, is a leading innovator of sustainable packaging systems and solutions for liquids. This acquisition diversifies SIG’s exposure to growing and resilient end-markets. In this transaction, I led the legal, compliance including trade compliance, and social and governance due diligence. As part of the key negotiation team, I drafted the transaction documents and supported structuring the financing of this acquisition which will be funded through a mix of shares, cash, and debt refinancing. I am also currently in charge of leading the regulatory approval process and playing a key role in the integration planning. Undertaking the due diligence for and negotiation of the acquisition Scholle IPN, we also had the acquisition of Pactiv Evergreen Inc.’s fresh operations in Asia Pacific for an enterprise value of $335m. In February 2021, there was the acquisition of the remaining fifty percent of SIG’s Middle East and Africa joint venture and, as a result, they were fully integrated into the SIG group.

How do you suggest in-house lawyers build strong relationships with business partners?

The role of in-house lawyers is no longer limited to legal advisory function. While being the guardians protecting their company’s business from unacceptable risks, we must also act as business enablers. This will allow in-house lawyers to earn ‘a seat at the table’ and open a chance to expand the role from mere legal advisors to strategic business partners. In-house lawyers are well equipped to lead their organisation in tackling new challenges caused by the development of ESG regulations and policies. The Covid-19 pandemic provided in-house lawyers the opportunity to demonstrate their resilience. We have not only supported continuous business operations but have also assisted on crisis-related issues, notably by supporting the business in navigating the complex landscape of the Covid-19 regulations. For the team, this meant to stay on top of fast-changing rules in more than seventy jurisdictions. By breaking down silos and fostering collaboration across functions and geographies, we learnt valuable lessons from our colleagues early in the pandemic which allowed us to proactively implement measures globally. Remaining a reliable partner to the business amidst a crisis fosters trust that is the foundation of any strong relationship.