Team size: 20  
 
 
First, can you please give us an idea of the sort of work your team has done recently?  
 
My team has been strongly engaged in negotiating large-scale development and supply agreements with top-tier global customers in the fields of consumer, medical, and automotive business, particularly in the US, China, and Germany. Additionally, we have been supporting special projects, such as strategic divestitures of parts of the business that our management does not consider core to our overall strategy. Furthermore, we have been working on successfully signing and closing a couple of sale and leaseback transactions involving our company’s real estate properties in the US and Malaysia.  
 

How does your legal strategy change during periods of instability or uncertainty?   
 
In periods of change, it is of utmost importance to be well aligned with the team and develop a strategy for effectively tackling the issues that need to be resolved. Furthermore, I believe that roles and responsibilities need to be clearly defined to ensure there is one clear owner per task, even if it is ultimately a team effort. It goes without saying that the “glue” to overcome periods of instability or uncertainty is the trust and integrity of each individual team member.  
 

Do you make use of any ‘legal tech’ products, and if so, for which areas of your job do you find it most useful?   
 
We make use of a ‘legal tech’ product in the area of contract management. Our tool, called One CLM for One Contract Lifecycle Management, supports the entire end-to-end contracting process. It begins with the review phase, where all relevant stakeholders can review and comment on an agreement simultaneously, followed by the approval phase, where the respective approvals on the final version of the agreement are collected electronically. Next is the signing phase, where electronic signatures are procured, and finally, the archiving phase, where the fully executed agreement is stored electronically.