Team size: Five

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

As Legal Director in a complex media company, highly exposed to regulatory and reputational dynamics, my first priority is to ensure timely and skilled oversight of critical decision-making processes, making sure that legal risk is not seen as an obstacle but as a lever for conscious and sustainable choices.

In particularly sensitive phases, such as extraordinary corporate events, reputational crises, or significant regulatory shifts (for example, the evolving EU AI Act and new transparency rules for media and information), the legal team works in close coordination with governance, compliance, investor relations, and communications functions. Our role goes beyond risk analysis: we actively contribute to building credible, consistent, and compliant narratives.

The legal strategy is therefore fully aligned with the broader business strategy, with the goal of strengthening the organisation’s resilience through transparency, accountability, and anticipation. This means not only managing risks after they arise, but preventing them by positioning the legal function as a regulatory and cultural ‘antenna,’ capable of identifying emerging trends and preparing the company in advance.

Lastly, I believe it is essential, even under pressure, to maintain a business-oriented approach and communication style. Our mission is to support management in making fast but well-grounded decisions, turning the legal department from a reactive structure into a strategic partner. It is in this balance, between legal rigour and contextual awareness, that the organisation’s resilience is built, day by day.

What are the major cases or transactions you have been involved in recently?

Among the main matters I have worked on recently is the delisting of the company, a strategic and structural milestone. The process required intense legal and regulatory coordination in a context of high public and institutional visibility, involving complex interactions with supervisory authorities, financial advisors, and corporate governance bodies. My role focused on overseeing the legal structure of the transaction, drafting and negotiating key documentation, and ensuring compliance with disclosure obligations and market communication standards.

In parallel, I have been closely involved in the launch of a new television channel by the group, a highly innovative project from both editorial and operational perspectives. The legal work included regulatory aspects, audiovisual contracts, IP protection, and defining relationships with technical and distribution partners. In this case, the challenge was to combine the business’s need for speed with a robust and sustainable legal framework.

Both operations were high-impact and complex, requiring the legal department to act not only as a technical adviser but as a fully strategic partner.

What measures has your company taken to embed sustainability practices into its core business operations, and how does the role of the general counsel contribute to driving and ensuring sustainable practices within the company?

In recent years, sustainability has become a strategic pillar even for companies operating in the media and information sector. Our company has undertaken a number of initiatives to embed ESG (Environmental, Social, and Governance) principles into its day-to-day operations, both in terms of internal processes and the social impact of the editorial content we produce. In particular, we have introduced a corporate policy that sets measurable targets for reducing environmental impact (for example, the use of certified paper and reduction of emissions related to distribution), while also promoting a corporate culture rooted in inclusion, transparency, and accountability.

The role of the general counsel in this context is crucial. First, the GC supports the integration of sustainability into corporate governance, ensuring that strategic decisions align with ESG principles and comply with regulatory expectations, especially in view of the upcoming Corporate Sustainability Due Diligence Directive (CSDDD). Second, the GC works in close coordination with compliance, communications, and investor relations teams to ensure that external disclosures are accurate, transparent, and aligned with reporting standards (for example, CSRD). Finally, the GC plays a key role in identifying and mitigating legal and reputational risks associated with unsustainable practices, including in relationships with partners and suppliers.

To stay up to date, I rely on a combination of sources. I participate in international general counsel networks, follow specialised publications and legal tech events, and maintain an ongoing dialogue with providers of technological solutions and innovative start-ups. I also consider continuous education essential, including on interdisciplinary topics such as data governance, cybersecurity, and AI ethics.

Artificial intelligence, particularly in its generative and predictive applications, is undoubtedly the technology set to have the most transformative impact on the legal profession. It is already changing the way we draft contracts, analyse documents, conduct due diligence, and support the business in risk assessment. However, the real paradigm shift will be the automation of low-value decision-making processes, allowing legal teams to focus on activities with greater strategic impact.

How do you prioritise diversity and inclusion within your legal department, and what initiatives have you implemented to foster a more inclusive and equitable work environment?

We see diversity and inclusion not only as values, but as essential drivers of better decision-making, risk awareness, and long-term sustainability. Within our legal department, we prioritise diversity and inclusion by actively fostering a culture of openness, mutual respect, and equal access to opportunities, regardless of gender, background, age, or professional path.

We support flexible working arrangements that recognise the diverse needs and responsibilities of our team members.

On a more operational level, we participate in cross-functional corporate initiatives focused on unconscious bias training, inclusive language in legal drafting, and mentoring programmes, particularly aimed at empowering junior professionals and women in legal and compliance roles.

In your opinion, what are the main trends that are salient in your country currently (these can be legal, political, economy or business-based)?

Italy is currently experiencing a period of significant regulatory and strategic transformation, particularly in the fields of digitalisation, sustainability, and governance. On the legal front, the upcoming implementation of the EU AI Act and the Corporate Sustainability Due Diligence Directive (CSDDD) is prompting companies to reassess compliance structures, internal policies, and contract frameworks, especially in sectors, like ours, where content, data, and intellectual property are core assets.

From a political and economic standpoint, Italy is navigating a delicate balance between the opportunities of digital growth and the structural constraints of its bureaucracy and demographic trends. The push for innovation, through initiatives such as the National Recovery and Resilience Plan, is coupled with heightened attention to cybersecurity, media pluralism, and the ethical use of emerging technologies.

In the business and media sectors, we are witnessing an accelerated convergence between publishing, tech, and data analytics, leading to new legal challenges, particularly around user consent, content monetisation, AI-generated materials, and the protection of editorial integrity. For legal professionals, this means operating at the intersection of law, technology, and public trust, requiring a proactive and interdisciplinary mindset.