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?

In periods of instability or crises, the legal team can sometimes be overloaded with firefighting or supporting the implementation of transformational measures. Both types of work are not directly related to business growth or new and exciting business models. Although Legal must, of course, always the support currently needed, it is of utmost importance never to loose the focus on the development and growth of the company. Hence, Legal must have a seat at the table where the company’s strategy is decided. This is only possible if legal perceived as trusted partner with a strong business acumen. Furthermore, Legal must be decisive and ready to take smart risks in order to co-lead the company into the future.

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

I was involved in the divestment of a production site in Switzerland (sale-and-lease-back transaction). The complexity of the case was driven by the fact that we did not only sell a piece of land but also transferred a fully established Infrapark with a number of tenants and the related services. In Germany my main transactions in 2024 include real estate matters related to new office premises in Germany, which involved a broad spectrum of legal advice spanning from contracting to insolveny law. Furthermore, the implementation of a new service provider for external workforce services keeps me busy, including a review and optimisation of our internal policies for ensuring compliance. Last but not least, I was involvend in the optimisation of contracting processes on a global and local level for facilitating easier sourcing transactions.

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

I have started using AI in to my daily work. I started with AI tools to facilitate my daily life by using AI for rather administrative tasks. Depending on the specific tools, AI can be a great support for research, drafting summaries. The more I get used to AI, I am able to use better prompts and AI helps me even in contract drafting. Although the results produced by AI still require a diligent review, I have become much more efficient and can better focus on the relevant part of my work. From a compliance perspective I do not see any risk as long as we ensure that the AI does neither disclose our own IP and trade secrets (which can be achieved via a closed shop), nor copy or use in an incompliant manner third party rights.

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?

Businesses in Germany have lately been confronted with numerous new laws and legislations which puts a high administrative burden on businesses. Legal must take over a more active role in shaping the environment. This can be achieved by a stronger involvement in the inhouse public relations strategy and by its engagement in the trade associations and industry groups. By doing this, Legal cannot only update the management of ongoing legislative initiatives at an early stage but also help to address the critical aspects and support lobbying activities.