Founder & Attorney-at-Law | Board Director | Entrepreneur | Author | Lawyer | Speaker | Advisor | Business Developer | Leader | Strategist
From M&A and litigation to entrepreneurship and board work, one clear line runs through her career: how commercial decisions create value, where risk sits and who carries responsibility.
On paper, Frida Treschow’s career may appear unconventional: private equity transactions, litigation, equine law, environmental and water law, marine and yacht matters, and the creation of a national specialist law firm. Behind that breadth, however, lies a clear common denominator. She has spent her career understanding how businesses, owners, capital, law and risk interact—and how decisions translate into consequences.
In May 2026, she was elected to the board of Norion Bank AB, a listed Nordic financing bank, and appointed to its Risk and Compliance Committee. The role was a continuation of the commercial, regulatory and ownership experience she had built over many years.
From Adviser to Founder and Owner
Frida Treschow is the founder and sole owner of Advokatfirman Treschow & Partner, a Swedish law firm she has built from the ground up into a multi-office practice serving clients across Sweden and in international matters. She also serves on the boards of Flyinge AB and Ridskolan Strömsholm and previously served on the board of the fintech company Hubins AB.
Building a law firm requires more than legal expertise. For Treschow, it has meant making decisions about people, growth, profitability, investment, risk, client selection, systems and strategy—and taking responsibility for the consequences.
The common thread between the firm and the boardroom is therefore not a particular industry, but responsibility for decisions, business performance and long-term value creation.
Lund, New York, and the Commercial Foundation
Treschow studied both law and business, including a period at SUNY New Paltz, and interned at the Swedish-American Chamber of Commerce in New York before taking her LL.M. at Lund University. The Nordic corporate track followed. At Hannes Snellman, she worked on corporate transactions, including matters involving private equity. At Setterwalls, she worked with corporate law, transactions and commercial advice in both domestic and cross-border matters.
Her clerkship at Varberg District Court supplied the other half of the picture: what happens when a commercial relationship breaks down and earlier decisions must withstand legal scrutiny. Taken together, these experiences taught her how companies, owners, capital and transactions interact—and how the quality of an early decision can determine the outcome of a dispute years later.
Alongside her corporate and litigation work, two further strands developed. For many years, she lectured at Fastighetsakademin and YrkesAkademin, teaching property, tenancy and construction law to future real estate engineers and property managers. The work required her to make complex law understandable and practically useful to people who were not lawyers.
She also authored two legal books—one on equine law and one on family property law.
In 2017, she co-founded her first firm, Treschow & Karlsson, before continuing her career at Wåhlin and then Litigate. In 2020, she founded Advokatfirman Treschow & Partner. By then, the direction was clear: a firm in which specialist legal expertise, commercial understanding and deep knowledge of the client’s industry would form one integrated proposition rather than three separate disciplines.
Horses, Boats, Water Law, and the Myth of the Small Market
Treschow & Partner was built around areas that rarely form core practices at large commercial law firms. The markets, however, are far from small.
Equestrian sport and the wider equine industry represent a substantial international economy involving high-value transactions, breeding, competition, insurance, ownership structures and cross-border disputes. The marine and yacht sectors are similarly international and commercially significant. The firm also advises on environmental and water law, property law, construction disputes, family property law and broader commercial matters.
Six years on, Treschow and her team conduct litigation throughout Sweden alongside international disputes, commercial agreements and cross-border transactions.
“Deep sector knowledge changes the quality of legal advice. You understand not only the legal issue, but also the transaction, the market and what is actually at stake for the client.”
The specialisation was a commercial decision. Two further decisions helped make the business scalable.
The first was that expertise had to be discoverable. The firm created dedicated specialist platforms and educational content for its practice areas, written for people facing legal problems rather than for other lawyers. This generated a steady flow of inbound enquiries and allowed the client base to grow far beyond the locations of the firm’s offices.
The second decision was structural: clear responsibility for every matter and defined response-time targets, so that a firm growing beyond its founder’s own caseload would not lose the accessibility valued by its clients.
The clearest sign that the strategy was working was never a single mandate. It was the breadth of the client base and where the new work began to come from.
When Regulation Must Work in Practice
A Swedish law firm operates within a demanding regulatory and professional framework. Compliance, professional duties, conflicts of interest, confidentiality, client due diligence and anti-money laundering are not abstract subjects or annual training obligations. They shape how the business operates every day.
Treschow works within the rules governing the Swedish legal profession and has undertaken further training in anti-money laundering and the regulatory framework for countering terrorist financing. As sole owner and managing partner, she carries ultimate responsibility for ensuring that commercial decisions are made within those boundaries.
“Rules become concrete when you are responsible for making them work within your own organisation. It is one thing to understand the requirements. It is another to build processes, make commercial decisions within those boundaries and remain accountable for the outcome.”
The combination of regulatory responsibility and commercial ownership shapes her approach to risk. The objective is not to avoid every risk. It is to understand which risks the business is taking, why it is taking them and whether the expected value justifies the exposure.
“I believe ownership changes the way you look at decisions. You naturally ask not only whether something can be done, but whether it should be done, what could go wrong and whether the value created justifies the risk.”
From Ownership to the Boardroom
Treschow’s board career developed alongside the business. Flyinge AB and Ridskolan Strömsholm, two of Sweden’s leading institutions in equestrian sport, education and development, appointed her to their boards in 2025. She had previously served on the board of Hubins AB. Her election to the board of Norion Bank and appointment to its Risk and Compliance Committee followed in 2026.
For Treschow, board work draws on the same combination of commercial judgment, legal analysis, governance and accountability that has shaped the development of her own business.
A decision that produces short-term growth while creating disproportionate regulatory, operational or reputational risk is not necessarily value-creating. For Treschow, a well-founded board decision therefore requires opportunities and risks to be assessed together. She returns to a number of fundamental questions: Which assumptions underpin the decision? What could cause the outcome to deviate from expectations? How are responsibilities assigned, and how will the decision be followed up? And have the consequences of different outcomes been adequately considered?
“Good governance is not about eliminating risk. It is about ensuring that risks are understood and justified, that responsibilities are clear and that the risks can be monitored.”
One area she follows particularly closely is artificial intelligence. The issue is not limited to whether an individual tool is technically secure. It also concerns whether an organisation can identify where AI is being used, what information it processes, how its outputs influence decision-making, what regulatory obligations follow and where ultimate accountability sits.
The use of technology can be delegated. Accountability cannot.
One Consistent Direction
Treschow’s career spans several industries and areas of law, but responsibility is the consistent thread running through it. She advised owners, saw disputes decided in court, built expertise in markets where legal knowledge and industry understanding are inseparable—and then became an owner herself.
Her move into the boardroom of a listed company is not a departure from the business she built. It is an extension of the same work: combining legal judgment, commercial ownership, regulatory discipline and responsibility for risk.
The settings have changed. The underlying responsibility has not.
Frida Treschow is the founder and sole owner of Advokatfirman Treschow & Partner in Sweden. She serves on the boards of Norion Bank AB, Flyinge AB and Ridskolan Strömsholm RS AB and is a member of Norion Bank’s Risk and Compliance Committee. She is the author of two legal books, on equine law and family property law. Her work spans commercial law, litigation, regulatory matters and specialist domestic and international disputes and transactions. To connect with Frida or learn more, visit her Official Website.
