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

It is difficult to choose, given the wide range of projects, each with its own dynamics. If I had to select three: first, after nearly 10 years of internal discussions, successfully achieving alignment on delisting stock from one stock exchange and implementing this smoothly; second, eliminating more than 80 legal entities in 2025 as part of a multi-year programme; and third, implementing and partially automating an internal ticketing system for corporate-type support, handling approximately 30,000 requests per annum.

Have you had any experiences during your career as a lawyer that stand out as particularly unique or interesting?  

Generally, I have gained broad experience in cross-border migrations and mergers, as well as in multi-jurisdictional projects during pre- or post-M&A transactions.

What do you think sets you apart from other in-house counsel? 

Having closely partnered with the tax and treasury teams over the years, I have gained experience in overseeing the setup, changes, and wind-down of multi-year, multi-jurisdictional structures. This allows me to address cross-border legal aspects in large projects in a time-efficient and pragmatic manner. I also apply insights from one project or jurisdiction to challenge solutions in subsequent ones, ensuring that solutions provided by outside counsel are optimised.

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

Looking for simplicity, always. It is easier to remember, manage, and hand over to younger team members for support – and cheaper. The ability to identify and strive for opportunities for simplicity requires a good knowledge of your own organisation, alignment with stakeholders on risk appetite, and the experience to know where to apply it.