From law firm practice to the heart of business: Eversheds Sutherland alumnus Matti Jonkka on in-house work, legal judgment, and the changing role of lawyers

When Matti Jonkka looks back on his years at Eversheds Sutherland and his current role at Mehiläinen, one theme stands out clearly: the value of being close to the business. Today, he works as an in-house lawyer in a compact legal team where each person has their own area of responsibility, but where the overall scope of work remains broad. His day-to-day work spans contract negotiations, public procurement, and corporate transactions, giving him a wide perspective on the legal and commercial realities of a large healthcare business.

Matti’s legal career began at Eversheds Sutherland, where he worked as a legal trainee from 2016 to 2021. After completing his law degree, he continued at the firm as a Junior Associate in the M&A practice in 2021–2022, before moving to Mehiläinen. Although business had always appealed to him and in-house work felt like a natural direction, his career path was not fully planned from the start. The healthcare sector offered something he valued: a field that is both meaningful and likely to remain highly relevant in the years ahead.

That shift from private practice to an internal legal function has changed not only the setting, but also the nature of the role. As Matti puts it, in a law firm you work close to the business, but in-house you are partly inside it. The questions are rarely isolated legal assignments; they are part of broader commercial processes and strategic decisions. In transactions, for example, the legal work does not end at closing. Often, the most critical steps for a deal’s success come after it. The role involves independence, commercial understanding, and a deeper connection to business objectives.

A strong foundation from law firm life

Although his day-to-day work is now different, Matti sees clear value in his law firm background. In his view, working on transactions is perhaps the best way to learn on the advisory side. It builds the foundations that make independent in-house work possible. Without the law firm background, his transition to in-house would have been, as he describes it, quite a cold plunge. Project management, in particular, is a skill that carries directly over: leading and coordinating transactions and contract negotiations at the firm set the pattern for much of what he does today.

Just as importantly, his time at the firm left a lasting impression on a personal level. Matti remembers especially the trainee community and the friendships formed during those years. Many former colleagues will also recall him as a key member of Eversheds Sutherland’s sports teams, from lawyer floorball to lawyer football. Professional skills mattered, but so did the people and the shared experience of learning the profession together.

When reflecting on Eversheds Sutherland’s culture, Matti points to qualities that have stayed with him. He describes the firm as low-hierarchy, with a culture where it was easy to ask anyone for help, combined with a strong entrepreneurial spirit. Notably, he sees the same qualities at Mehiläinen, a connection that made the transition feel natural and reinforced the way he approaches his work.

What clients need from external counsel

Now working on the client side, Matti brings a clear view of what in-house teams value from external legal advisers. In-house lawyers operate close to decision-making, often under time pressure, which places a premium on a problem-solving mindset. Legal advice is most useful when it focuses on what is essential and presents clear, concise, and practical options. From the client perspective, well-structured and actionable alternatives matter more than lengthy theoretical analysis.

AI, regulation, and the future of legal work

Looking ahead, Matti sees legal services continuing to evolve alongside technology and regulation. Mehiläinen operates in a sector that is both highly regulated and under particular societal scrutiny. EU-level regulation continues to develop and bring new obligations, especially as the company develops digital services. Staying ahead of that evolving landscape is a constant challenge for the legal team.

At Mehiläinen, AI tools such as Legora are already in use, particularly for more mechanical tasks. From a client perspective, the expectation is clear: law firms should be using similar tools as well, at least to support routine work, rather than relying solely on manual effort. At the same time, Matti does not believe that AI reduces the need for lawyers. If anything, it may require lawyers to be even more informed and diligent, as the tools must be used with care and professional judgment. Legal quality remains fundamental, but so does the ability to identify the points that truly matter.

Career decisions and advice to younger lawyers

When asked what advice he would give younger lawyers, Matti keeps it simple: follow your genuine interests, try different things, and trust your own judgment. Not every step needs to be permanent, and few doors close forever.

His own career illustrates how a strong foundation in private practice can open the door to a broad, commercially engaged in-house role. It also reflects something broader about the legal profession today: lawyers are increasingly expected not only to know the law, but to work inside the business, navigate evolving regulation, and apply new tools with diligence and care. The move from law firm practice to in-house work is not a step away from legal complexity. It is a step deeper into how law operates in the real world.