What are the key projects that you have been involved in over the past 12 months?

Over the past year, I have been deeply involved in a range of strategic and operational initiatives that reflect my role and priorities. A major focus has been on artificial intelligence, specifically evaluating legal risks and compliance frameworks for AI-related projects. I have contributed to internal training, cross-border legal assessments, and the development of governance tools to support responsible AI deployment.

Regionally, I have supported corporate initiatives across Southern Europe, helping define legal structures and resource commitments. This has included collaboration with teams in Israel, Greece and Cyprus, often involving contract reviews, grant programs and strategic partnerships.

I have also played a key role in digital transformation efforts, particularly around project intake, risk triage and prioritisation. My work has helped streamline decision-making and ensure alignment with evolving legal standards.

In addition, I have supported open innovation and research-driven projects involving healthcare professionals and institutions. These required careful legal consultation and coordination with external stakeholders.

Finally, I have been engaged in leadership programmes focused on reshaping organisational culture and promoting project-based ways of working. These initiatives have allowed me to help empower teams and foster more agile collaboration.

How do you approach managing legal aspects during periods of instability or crises, and how does your legal strategy aligns with the broader business strategy to ensure the organisation’s resilience?

I approach legal strategy during periods of instability with a dual focus: responsiveness and alignment. Whether navigating geopolitical disruptions or internal transitions, I prioritise clarity, agility and business continuity. My legal support model is designed to shift resources toward high-impact areas, enabling strategic lawyering while minimising time spent on routine tasks. I have also contributed to crisis management planning and resilience training, ensuring legal is embedded in broader risk frameworks.

This alignment allows legal to act not just as a safeguard, but also as a proactive partner in sustaining operations and protecting our people, reputation and mission.

Based on your experiences in the past year, are there any trends in the legal or business world that you think other in-house lawyers should be mindful of?

Absolutely. One trend I am closely watching is the convergence of legal risk and data privacy, especially as AI adoption accelerates. Legal departments are increasingly expected to shape governance frameworks that go beyond compliance to protect brand trust and enable responsible innovation. Another trend is the shift toward agile legal models, streamlining support through self-service tools and strategic prioritisation. These trends reflect a broader transformation: legal is evolving from a reactive function to a strategic enabler, and we must be ready to lead that change.