Team size: 16

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

The global pandemic has had a significant impact on our functions. We had to adjust to the new chaotic working environment juggling between physical presence and meetings at the office and working from home, which created a lot of challenges. It has required an elevated level of flexibility, appreciation of individual (and counterparty) needs, and willingness to readjust. It has led to increased capabilities in virtual governance and virtual internal and external stakeholder management; the legal departments have had access to training, technology, and procedures —the new agile way of working is here to stay in the future.

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

Our group is launching a global strategy in 2022. It will be an essential task for the legal department to assist with implementing and executing such where necessary. Our legal department needs to gain a high knowledge of the operational procedures of the company and its overall governance, enabling proactive specialised advice throughout the organisation.

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

Being an in-house lawyer provides you with a unique direct insight into the entire chain of the operating procedures of the business, entailing you to tailor your help and advice proactively to the company’s needs, risks, and governance procedures. However, an in-house department is most often limited in resources and specialised knowledge, whereas external legal guidance is often necessary.