Jasprit Sahnsi has been General Counsel of DKSH and a member of the Executive Committee since March 2025, responsible for Legal, Governance, Risk & Compliance and serving as Company Secretary of DKSH Holding AG.
An experienced legal professional with over 20 years of expertise spanning law firms and both listed and private equity-owned companies across Europe, the Middle East, and Asia, Jasprit is known for her dynamic and versatile approach to legal leadership. She combines sharp commercial instincts with the ability to provide creative solutions to complex legal challenges at all levels of an organisation, earning the trust and respect of senior executives and stakeholders alike.
Before joining DKSH, Jasprit served as Group General Counsel at Selecta Group, where she contributed her expertise from 2018. Prior to that, she spent nearly ten years at gategroup, including an assignment in Asia, and began her career as a solicitor in UK-based law firms. She has extensive experience in corporate and M&A transactions, commercial law, and corporate governance.
Jasprit was admitted as a Solicitor of England and Wales in 2005. She holds an LLB in Law from the University of Warwick and has completed executive education programmes at the University of St. Gallen, the University of Oxford, and INSEAD.
You’ve spoken before about the profound influence a General Counsel can have on the culture of a legal team. Looking back on your own career, what examples of leadership shaped you most—both positively and negatively?
I was incredibly fortunate that my first manager when I moved in-house was, above all, a leader who never forgot the human side of leadership. He expected high standards and hard work, but he also understood the importance of enjoying what we did and making time for people. No matter how busy he was, he always had time for his team, and that left a lasting impression on me.
He built more than a legal team. He created a community. Many of us were expatriates who had left our home countries to pursue new opportunities, and he fostered an environment where we genuinely looked after one another. Those relationships became lasting friendships, and many of us remain close today. To me, that is one of the clearest measures of great leadership: the positive impact continues long after people have moved on.
That experience contrasted with some of the leadership styles I had encountered earlier in my career. The legal profession has evolved enormously, and some behaviours that were once considered part of a demanding environment would rightly be challenged today. Those experiences taught me resilience and the importance of high standards, but they also reinforced my belief that exceptional performance and genuine kindness are not competing priorities. The best leaders create an environment where people feel both challenged and supported.
Later, I had the privilege of reporting to an Executive Chairman whose experience and wisdom shaped me profoundly. He taught me that when you work for a truly good leader, you should trust three things: they know what they are doing, they will never intentionally do anything to harm you, and they will always have your best interests at heart. Looking back, what he gave me was psychological safety before I knew the term existed. Because I trusted him completely, I had the confidence to take on bigger challenges, speak up, make mistakes, learn and ultimately grow.
As a General Counsel, those experiences have shaped the kind of leader I try to be. Culture is built through everyday behaviours: making time for people, showing respect, creating an environment where people feel trusted and supported, and helping them grow.
If people leave your team as better lawyers, better leaders and, hopefully, lifelong friends, then I think you’ve done something right.
What has become more important to your success as a GC over the past five years, and what has become less important?
Over the past five years, I have become increasingly convinced that technical expertise alone is not what makes a legal function exceptional. People want to understand how their work contributes to something bigger and to feel connected to the team around them. When individuals have that sense of purpose and belonging, they are more engaged and more likely to bring their best selves to work.
What has become less important to me is the title itself. Titles have their place, but with experience I have learned that leadership is not conferred by a title. It is earned through the way you show up, the trust you build and the impact you have on others. Earlier in my career I was focused on the next title; today I am far more interested in whether I am making a meaningful difference. Reading The Leader Who Had No Title helped start that shift in thinking.
Many legal teams focus heavily on processes, technology and governance. In your view, what are the cultural foundations that need to exist before any of those things can truly succeed?
For any legal function to thrive, people need to trust one another, feel safe speaking up and understand the purpose behind what they are doing. To reach the full potential of any process, technology investment or governance framework, people need to understand the “why” behind it, not just the “what”.
I also believe a high-performing legal team needs a strong sense of belonging. People do their best work when they feel connected to a common purpose and know they are valued as individuals. That is particularly important in global teams where colleagues may be separated by thousands of miles and multiple time zones.
Finally, I think having fun matters. Legal and compliance work is serious, but that does not mean we cannot enjoy the journey. In my experience, teams that genuinely enjoy working together collaborate better, learn faster and ultimately perform at a higher level.
As Group GC of a global organisation, how do you think about designing an operating environment that allows both performance and wellbeing to flourish?
I believe performance and wellbeing are closely linked. It means being conscious of workload and work-life balance, and recognising that periods of intense activity need to be balanced with opportunities to recover and recharge.
Leaders play an important role in setting the tone. If we never take holidays or step away from our desks, we unintentionally signal that this is what success looks like. I try to demonstrate that looking after ourselves is not a sign of reduced commitment, but an important part of being able to perform at our best over the long term. I must admit I wasn’t always like this, but over time I’ve come to appreciate much more the importance of protecting our health.
One small example is that I am a big fan of walking meetings whenever possible. Before Covid, it felt more natural to have phone conversations while walking outside. Since then, video calls have become the default and there is often an unspoken expectation that everyone should be on camera. While there is absolutely a place for face-to-face interaction, I encourage the team occasionally to embrace the old-fashioned audio call, particularly when no slides are being shared. Some of my best conversations have happened while walking, and I find people often think more clearly and speak more openly when they are away from a screen.
Legal leaders are often expected to absorb pressure from every direction while projecting confidence and stability. How do you personally manage that tension?
One of the biggest lessons I have learned is that pressure comes with the territory of being a Group GC. You are often balancing competing priorities, managing uncertainty and helping others navigate difficult decisions, all while being expected to project calm and confidence.
For me, confidence does not mean having every answer. It means being comfortable making well-reasoned decisions with imperfect information, being honest about what we know and what we do not know, and being prepared to adjust course as new facts emerge.
I have also realised that resilience is built long before the difficult moments arrive. I try to protect a few simple habits that help me reset. Unless there is a genuine crisis, I like to get outside for a walk at lunchtime, whatever the weather. Fresh air and a change of scenery often give me more clarity than another hour at my desk.
The way I respond to pressure also sets the tone for my team. If I can remain calm, transparent and pragmatic, it helps create an environment where people feel supported rather than overwhelmed. It is not about appearing invulnerable, but showing that resilience comes from good habits, trusted relationships and perspective—not from pretending the pressure is not there.
Outside work, some of my best thinking happens during long weekend walks with my husband and our dog. They remind me that there is always a world beyond the inbox, and I almost always return on Monday with a clearer head and renewed perspective.
What advice would you give to ambitious senior lawyers who have achieved success professionally but are still searching for a deeper sense of meaning or fulfilment?
My advice would be to find your North Star. Early in our careers, success is often measured by titles, promotions and achievements. Those milestones matter, but they rarely provide lasting fulfilment on their own. Purpose does.
When you are clear on what truly matters to you—whether it is developing people, serving others, creating positive change or leaving something better than you found it—work takes on a different meaning.
I would also encourage senior lawyers to recognise the impact they have on those around them. Every action, decision and behaviour shapes the next generation of legal leaders. We have a responsibility not only to be good lawyers, but to help shape the future of our profession.
In the end, people are unlikely to remember the deals you closed or the titles you held. They will remember how you made them feel, what you taught them and the opportunities you created for them to grow. To me, that is where meaning and fulfilment are most often found.
As we look to strengthen the GCWN community across Switzerland and Europe, what do you believe senior in-house lawyers need most from one another right now?
I believe what senior in-house lawyers need most from one another right now is connection, perspective and a safe space to be candid.
The role of a GC can be surprisingly isolating. We are expected to support the business through uncertainty while making difficult judgement calls, often without many people truly understanding the unique pressures we face. That is why trusted peer networks are so valuable. Sometimes the greatest gift is not advice; it is hearing someone say, “I’ve faced something similar.”
One of the things I particularly value about the legal community in Switzerland is how international it is. We bring together lawyers from different jurisdictions, industries and cultures, which creates a real diversity of thought. That breadth of experience challenges our assumptions, broadens our perspectives and ultimately makes us better leaders. I try to nurture that by making time every month to catch up with someone from my network. I almost always come away having learned something new or looking at a challenge from a different angle.
If this community can create a space where people feel able to share both successes and struggles without judgement, it will be a real source of strength for GCs globally.
Quickfire Round
How do you personally recharge when things get intense?
Im very lucky to live in Switzerland and my go to place to recharge is the mountains. I love to hike. For me, the mountains are medicine for the soul and mind.
If you were not a lawyer, what would you be doing?
I'm a huge James Bond fan and if I was not a lawyer I would dream of becoming a secret agent!
Your guilty pleasure after a long week?
It has to be a Bollywood film with a large glass of Gin and Tonic.
Best book, podcast or film you've discovered recently?
‘The 5am club’ by Robin Sharma. I read this about a year ago and it genuinely changed how I start my day. I now try to wake up at 5am every morning and follow its routine of exercise, reflection and learning something new.