Could you share an example of a time when you came up with an innovation that improved how your legal team works and did not come at a large expense?  

An example of this could definitely be the fact that I simplified the use of terms and conditions for digital offerings. 

How do you balance your responsibilities as a GC with your involvement in dispute resolution and M&A matters?  

I try to empower the team specialised to handle M&A and disputes, but I get involved if required. 

Can you foresee any key developments to the way general counsel work over the next five years?   

One key development is the use of legal tech, especially AI and the continued possibility to work remotely. 

What measures has your company taken to embed sustainability practices into its core business operations, and how does the role of the general counsel contribute to driving and ensuring sustainable practices within the company?  

It is important, we need to educate executives, sales and marketing on the importance of clear ESG policies and the risks of so-called ‘green washing’. 

What emerging technologies do you see as having the most significant impact on the legal profession in the near future, and how do you stay updated on these developments?  

The use of generative AI tools such as Chat GPT will have some impacts. I believe we need to manage the risk responsibly, but also use the opportunities. 

How do you prioritise diversity and inclusion within your legal department, and what initiatives have you implemented to foster a more inclusive and equitable work environment?  

It is important to reduce bias, and support diversity by re-checking bias in every decision-making process. 

Can you discuss a particularly challenging dispute or M&A scenario you encountered and the innovative strategies you implemented to address it?  

I have many, but the most important lesson learned from disputes is to keep a good eye on budget and to articulate clearly the possible risks and outcomes to the management.