Team size: Two 

Can you give an idea of the most significant cases or transactions that your legal team has recently been involved in? 

Complex arbitration case after a M&A transaction, Implementation of a European GDPR tool integrating and facilitating all business units, internal investigation of code of conduct case and finally some complex negotiations with major Fortune 500 tech companies. 

Do you have an example of a time when you (or any member of your legal team) have come up with an innovation that improved how your legal team functions, while avoiding any large expense? 

Since legal is a central, indirect and advising function any onboarding in the legal department should include one-to-one meetings with numerous managers and colleagues, since they are our stakeholders and clients. This investment in time pays off. 

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

Know your legal fundamentals, know your business and finally, know, understand and build trust with your colleagues, business partners and stakeholders. 

If you had to give advice to an aspiring in-house lawyer or general counsel, what would it be and why? 

The market offers many great lawyers. The market also offers many very good legal managers. However, the market offers only a few great leaders in law. To become a successful and great leader in a legal department requires legal understanding, stamina, sense of urgency, strong ability to prioritise, political finesse, interpersonal skills, grasp why you got two ears but only one mouth, know your business and the value chain, know when to deescalate and know when to practice clear mind and warm heart. You have succeeded, when you are trusted by default and do not have to ask for the seat at the table.