Proof,
not promises.

Many lawyers are bad at buying systems – they take what a vendor recommends without knowing what the organization actually needs. Has procured CLM systems multiple times: mapping actual needs, listing must-haves versus nice-to-haves, streamlining existing processes, negotiating hidden costs out of the deal, leading migrations, and building playbooks herself for both legal and sales. Usability always comes before feature count. Result: shorter sales cycles and the ability to actually verify that playbooks and guides are being used correctly.

Organized and ran an internal hackathon evening for about 20 lawyers who’d never vibe-coded before. The premise: vibe coding is going to become a normal way of working for lawyers, not just developers. Participants built whatever they wanted, and mostly built tools they’d been missing in their day-to-day. Strong feedback, and an evening that sparked more thinking than expected.

A legal services group had the expertise but no clear initiative to develop next-generation AI-driven legal services. Spotted the opportunity, developed it into a concrete proposal, and pitched it to the group board. Got the mandate, built the organization and ways of working, led pilot collaborations with clients, and set up partnerships with legal tech vendors. Result: launched as an independent innovation venture within the group, with a new AI-native, fixed-fee delivery model.

A team had no leader and was underperforming – no one internal was ready to step up. Took the role herself, introduced productization as an operating model to get processes and cost under control, and slimmed the team while holding production levels. Result: six months in, both output and customer satisfaction held steady with a smaller team. It was messy for everyone involved – but it worked. Leadership isn’t a title, it’s rolling up your sleeves.

A fast-growing AI company needed someone to hold together fundraising, board governance and employee equity without slowing the business down. Project-led two investment rounds end to end – coordinating outside counsel, managing legal budget, keeping the data room current, and negotiating every agreement (SPA, SHA and more) alongside the CEO and interim CFO. Sat as board secretary with a standing seat in every meeting, often serving as a real-time “handbrake” or guide when discussions needed it. Ran the company’s entire qualified employee stock option program. Result: no delays in either funding round traced back to her work. Terms came out more balanced despite being the smaller party in negotiations.

Teaches the ELSI (Ethical, Legal and Social Implications of AI) module within the University of Gothenburg’s “AI for leaders” course, in collaboration with Fondia Legal Services. Also a regular speaker for Business Region Gothenburg’s “AI Know” series and IUC Syd’s AI governance sessions for manufacturing leaders and technicians, run jointly with Effectit.

Preparing for a first client conversation usually means manually gathering and structuring information – slow and inconsistent depending on who’s doing it. Designed an AI-native framework (currently in active development; specifics confidential) that automates information-gathering and initial analysis, and helps surface the right questions before a first meeting – with a human checkpoint built in at the point where accuracy and legitimacy actually need verifying. Sits alongside a separate, more traditional automation build for a previous employer that’s still running largely unchanged years later.

Delivered masterclass sessions on transferring personal data outside the EU (primarily to the US) for a GDPR compliance platform’s customer base of legal and compliance professionals, and for a legal training center audience of practicing lawyers.

Large enterprise customers with heavy internal procurement processes routinely dragged negotiations out for weeks, especially around complex topics like data flows, cookies and pixels. Built visual maps and white papers that clearly showed exactly what happened to a customer’s data. Trimmed contract terms down to what actually mattered, and gave clear reasoning for the terms that couldn’t move. Result: fewer negotiation rounds and a shorter path from first meeting to signature.

Has sat on both the vendor and customer side of DPA negotiations – unusual for a lawyer, who typically only sees one side. A DPA isn’t just paperwork; it’s a guide for who does what if an incident is suspected. In one case, negotiated both a more balanced allocation of responsibility and terms that favored her client, despite representing the smaller company.

Good incident response starts long before an incident happens – in policy and internal training. Her role: quickly understand what happened technically, assess whether personal data was exposed, and document it against pre-built templates to determine reporting obligations. Good incident work is a team sport, not a solo job for compliance.

Builds policies and employee handbooks with legal design as the guiding principle – readable, accessible, practical dos and don’ts instead of legal paperweights gathering dust. Clear policy is also what makes union negotiations and reorganizations possible – it gives you something concrete to point to.

With major cloud vendors, price is rarely negotiable – what matters is knowing exactly what you’re signing, and accounting for the vendor’s own limitations of liability in your downstream terms. Has also led union negotiations and reorganization planning alongside People & Culture leadership – always aiming to build trust rather than force an outcome.

A company is about to launch an AI-driven product – say, in recruitment or credit scoring – areas often classified as high-risk under the EU AI Act – but has no process for working out which requirements actually apply. Classify the product under the AI Act’s risk tiers, map which obligations are triggered, and build a pragmatic compliance plan that doesn’t stall the launch. Result: a launch that holds up legally without losing momentum.