Team size: Over 30

What are the projects that you are most proud of working on over the past 12 months?

The two projects I would highlight is restructuring the legal team in order to work more structured, lean and as a unified team as well as together with the rest of the company leadership team working on the company’s transformation journey in a challenging market environment. We have in the legal team during the year, for example, implemented a revised legal team strategy with the aim of each year defining the focus areas for our work as well as started several projects, which intend to strengthen our team’s professional excellency.

How do you approach managing legal aspects during periods of instability or crisis to ensure the organisation’s resilience?

I believe in working together as a team, ensure the sharing of information, rotation of roles (bring in new ideas to the ways of working), fostering an open and future oriented mindset in the team, ensuring we have right people in right roles able to drive key projects with the right focus aligned with the company strategy, focus on the most critical tasks and risks and albeit any challenge there may be, ensuring having fun in the team while working with difficult tasks. Also, communication is key as well as having the right key external counsel contacts and network in place to manage workload.

What do you derive the most satisfaction from in your work?

The very best with my daily work is to work together with a great team, solving problems and providing solutions to how to go forward with a certain tasks, engaging with a great number of people every day and having a very broad portfolio of tasks – always some interesting new matters coming to your desk each day. I also love coaching others and working on developing all the members of the team.

What do you think are the most important attributes for a modern in-house counsel to possess?

I find you need to be broadminded, able to adapt to changing circumstances and take on new areas of responsibility, able to see the big picture, hence also open to handle risk considerations in a proactive way. In addition to these, of the most important skills is communication skills and the ability to interact with many different stakeholders, listening in to people and being able to respond and communicate in a proactive way.

What are the key things you prioritise to get the most out of your team?

We have a legal team strategy focusing on the following four areas: wellbeing, alignment with company strategy, people and professional excellence as well as digi and AI. These areas symbolise what I find most important to focus on, under them we each year decide on certain more concrete focus areas for the whole team. I believe you always need to start with wellbeing (this year we have worked most on meeting up, getting to know each other better and learning from each other). Aligning our work with company strategy means ensuring we focus on the most critical tasks, always considering also how we can do things better and leave out to be able to take in new things. People and professional excellence, ensure due level of training, rotation of tasks and setting up knowledge hubs within legal, having the key talents involved in the right projects, and ensuring the sharing of information which is key in a legal team. In addition, Digi and AI is a self-evident key priority right now, will change the ways of working and we place great focus on this right now.