Team size: Six

What are the most significant cases and transactions that your legal team has recently been involved in?

The biggest challenge is still dealing with the effects of the pandemic, however, there were two main matters that were as relevant and challenging. The negotiation of a master service agreement with a big international corporation has been one of the biggest deals in the year. In Luxembourg it is not customary to be in one of the leading roles in this kind of transaction. Negotiating with clients whilst juggling the needs of colleagues in other jurisdictions proved a complex but satisfying experience. The second biggest development in the year was the implementation of a KPMG developed tool for contract creation and contract management with an electronic signature feature coming soon. It represents a complete modernisation of the way we draft our contracts.

How do you feel the pandemic has changed the world of work for in-house counsel and the function of the general counsel?

Ironically, the pandemic has allowed for more direct contact between the general counsel and the stakeholders. In pre-pandemic times, contact with many of the partners would be limited to e-mail communication. Now, a message through the chat function in Teams might lead to a quick call, enhancing the interaction. On the other hand, the pandemic has pushed the legal profession towards quicker modernisation. We have pushed safe and secure electronic signatures, modernised contract creation, created stronger reviewing process all the while working remotely but maintaining the team’s cohesion.

What will be the main focus for the company in the next 12 months and how do you intend to assist with this?

The pandemic has presented many changes not only to the way the in-house legal team works, but more importantly to our business teams and our clients. There is a need for support from the legal team in this great transformation to the way we work, the way our employees work, and the way we interact with our clients. The pandemic also strained some of our clients and suppliers, thus presenting some challenges which require a cool-headed negotiator.

What do you feel are the pros and cons of an in-house legal role compared to a private practice one?

The main advantage of the in-house legal role is also its great weakness. We are invested in the matters in a way that private practice cannot be. We know the people involved in the deals, we understand the stakes and we keep the best interest of the firm as our main goal. That is where we earn the trust of the relevant stakeholders.