Team size: Five

Key team members: Carl Fahleryd, Katrine Hedensted Kvistgaard, Maria Peters, Heidi Norrbygård (public sector) and Alicja Czerniak (paralegal)

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

We operate as a strategic thought-partner for the firm’s Nordic leadership on how to structure client arrangements to minimise risks and legal issues. The service includes complex performance-based arrangements for several larger clients, as well as internal guidance on high profile engagements. Additionally, the team was involved in the acquisition and integration of Material Economic in 2021/2022.

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

A simple but effective improvement made during Covid was building templates for multiple jurisdictions using existing Word functions available in developer mode.

Looking forward, what technological advancements do you feel will impact the role of in-house legal teams in the future the most?

The automation of simpler legal arrangements, such as NDAs (non-disclosure agreements) and non-reliance letters, among others, will impact the role of in-house lawyers, and increase efficiency in carrying out tasks.

What can law firms do to improve their service to the legal department?

Law firms can improve their service to the legal department by assigning support to a limited number of lawyers to ensure there is general knowledge of each client’s specific needs and requirements.

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

We have seen an increased number of studies related to sustainability, zero net and Science Based Targets.

How has your legal team progressed on issues of diversity and inclusion (D&I), and what are the main benefits or challenges of working in a diverse environment?

McKinsey & Company in general – and the Nordic legal team – actively work to ensure diversity and tackle challenges posed along the way. Among others, the team supports the McKinsey Inclusion Ally initiative.

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

The key to building strong business relationships is to ensure that all team members not only identify legal issues, but also presents solutions and take ownership without detailed instructions

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

Always take ownership of your deliverables, regardless of if it is a short email, an NDA, or a complex agreement. Ownership is key to building trust and to achieving professional developments.

The unusual business environment created by the pandemic has been swiftly followed by the Ukraine crisis, and attendant supply chain costs rising and rising inflation. Are you now putting more emphasis on preparing for the unforeseen and, if so, what does this entail?

Being prepared and having resilience measures in place to be able to mitigate future, unknown events is essential for all operations. Among others, we have increased the use of digital tools, including e-sign, as well as increased focus on sanction control with the support of the global legal function.