How do you approach managing legal aspects during periods of instability or crises, and how does your legal strategy align with the broader business strategy to ensure the organisation’s resilience?

From my point of view, managing legal aspects during periods of instability requires a blend of strategic foresight and agility. As GC, we must not only manage risks but also act as true business enabler. My approach centers on proactive risk identification and mitigation, best executed when fully integrated with the business strategy. Legal considerations must support broader company goals, enabling swift and informed decision-making during crises. Flexibility and solution-oriented thinking are key to balancing legal risks with business needs. Keeping the company’s interests at the forefront, a risk-based approach allows the legal team to prioritise the most pressing issues while maintaining overall compliance and strategic alignment.

What are the main cases or transactions that you have been involved in recently?

In the fast-moving textile and retail sector, particularly with its heavy B2B, brick-and-mortar retail stores and e-commerce components, I have been involved in a range of various cases. These include complex agreements all sorts of kinds, cross-border e-commerce compliance, antitrust and intellectual property matters as well as litigation. Additionally, I have accompanied corporate restructuring efforts, resetting the legal strategy and rebuilding the legal department to be more agile and aligned with the evolving legal landscape. This transformation was crucial in preparing the business for future challenges and ensuring legal processes are business-enabling and fit for rapid industry shifts.

How have you integrated technology into your legal processes, and what impact has this had on efficiency and compliance?

We are about to integrate legal tech tools that streamline contract management, automate routine tasks, and enhance compliance tracking. This digital shift is much needed to address an increasingly complex legal environment, meeting the high expectations of the business, while aiming for legal and operational excellence.

The impact is expected to be significant: tasks are completed more efficiently, with improved accuracy and speed. Technology will also provide a much needed greater transparency, allowing real-time tracking of legal workflows and compliance obligations. Standardised processes will be in place, ensuring legal requirements and increasing overall team productivity. This tech-driven approach ensures that our legal department can meet the growing demands of a dynamic, fast-paced business environment.

What do you see as the major legal challenges for businesses in Germany over the next five years, and how are you preparing to address them?

From my perspective, businesses in Germany will face mounting legal challenges, particularly due to an expanding regulatory framework, both at both the national and international levels, e.g. the tightening of ESG regulations, evolving data protection laws, and the increasing complexities of cross-border business transactions. All international business like Jack Wolfskin will have to stay ahead of these changes, which is super critical, as a reactive approach will no longer suffice.

Adopting a risk-based legal strategy, focusing on early identification of regulatory changes and potential exposures, seems to me like the most promising way forward, e.g. leveraging technology to monitor these developments in real time. Business will need to prioritise proactive compliance and continuous team training to ensure that the business remains agile, compliant, and ready to face the evolving legal landscape.