What has been the number one challenge that has impacted you over the past year?

I joined the watch manufacturer Audemars Piguet in 2006 and was appointed chief legal officer, member of the group executive committee and secretary to the board of directors in 2010, following an assignment in the US. As group head of the legal function at Audemars Piguet, I managed and supervised the group legal affairs department of fifteen very skilled lawyers and experts.

2022 was a challenging year: I spent a lot of time negotiating joint-venture agreements on a global scale and negotiating agreements relating to the construction of manufacturing facilities, and a hotel. I was involved in the negotiation of numerous partnership agreements with brand ambassadors, and I followed up closely litigation matters, in particular in connection with infringements of our trademarks and designs. I often met with our former Chair who stepped down after 20 years and who was replaced by an independent Chair last November.

However, the biggest challenge, which not only impacted me but also my team, during this past year was my promotion to the position of secretary general board affairs and chief governance officer of Audemars Piguet as of January 1st 2023, with a direct reporting to the board. In this new position, I act as a facilitator between the board and the executive committee. I assist chief officers as a business partner so that they understand the board’s needs and expectations, while serving as a trusted advisor to assist the chair and board members in their duties. Moreover, I occupy positions on different boards of directors within the Group — hotels and hospitals, pension fund and charity — and participate in some board committees.

This new role requiring my full attention we had no other choice than to find the good candidate to take over my position. Luckily enough, the team was made of first-class lawyers, and we found the right person in-house to become the new chief legal officer from January 1, 2023. After 12 years as group head of the legal function, it was particularly challenging to modify processes, to hand-over files, to amend reporting lines and to change routines both within and outside the department, at headquarters and in affiliated companies, but it ultimately went very smoothly.

What would you say are the unique qualities required to be successful as an in-house lawyer in your industry?

To be successful as an in-house lawyer, one needs to show remarkable cross-practice competencies and in-depth knowledge of relevant fields and issues. It is crucial that internal lawyers are able to anticipate potential challenges worldwide, especially considering the global reach of the Audemars Piguet’s business. It is key to be closely aligned with the relevant business and operation priorities as well as to take an active role at the negotiation table at the earliest possible stage.

In-house lawyers must train themselves as athletes: Be adaptable to change, which is key in difficult times. I always did my best to build the most agile team which can quickly and effectively support the business. To do so, in-house counsel need to be business-oriented by not limiting their advice to legal questions but sharing their views on business matters as deal makers.