Team size: 70+

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

Recently, the legal team was involved in the acquisition and subsequent integration of the GIL division of Agility Logistics in Kuwait. Working closely with the business units the legal team was a key contributor to a record paced integration into DSV.

How has the increasing consciousness of climate change and sustainability affected your company and the team’s priorities?

Being a global transport and logistics provider, DSV is at the forefront of the climate discussion. DSV takes ownership of how noticeable changes are made. The legal team also takes ownership in championing for such change. By properly understanding DSV strategy regarding sustainability, the legal team is able to include the necessary focus where it matters.

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

For us it is a matter of managing expectations, taking ownership and working closely together. Relationships take time and require trust. They also require that you can speak candidly on what works and what does not. Furthermore, it is a matter of creating a platform for the involved parties to take ownership as it cannot only rest with legal or commercial. Even if the legal team does not assume a commercial role, it is critically important for the legal team to properly understand the commercial aspects to ensure that they are correctly reflected in the work.

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

Identify your key stakeholders and ensure that you always maintain close and clear dialogue with them. Secondly, be humble and listen to the organisation – by listening more you will also understand the business better and better understand how to fulfil your role correctly.