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?

The key to managing in-house legal activities efficiently is to move away from a formalistic concept of the legal role and instead adopt a proactive ‘business partner’ approach. To achieve this, it is essential to support all functions in a timely manner with the right mix of professional skills, both hard and soft. It is also crucial to understand the business strategy from the outset, propose legally compliant solutions from the beginning, and adjust those solutions in line with the continuous changes and adaptations that may arise.

We follow a number of guiding principles. Involvement: the team is always engaged in the life of the brand, has visibility on projects and expected developments, and plays a proactive role in defining the necessary steps. Sharing: the team receives constant updates on projects where colleagues are individually involved, allowing us to identify critical issues and develop effective shared solutions. Support: business teams are empowered to take an active role in identifying critical issues and in the review process. Innovation: we adopt the most modern tools for activity management.

This way, an in-house legal team can make a meaningful contribution to business development and evolution projects, while ensuring the organisation’s resilience.

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

Recently, I have been involved in a number of significant matters across different practice areas. In M&A, I supported the entry of a new shareholder into the group’s shareholding structure. On the corporate finance side, I worked on the issuance of a new bond listed on the stock exchange. In the field of intellectual property, I oversaw the “Born to be a Super-star” advertising campaign, which had global coverage and featured international stars, as well as the engagement of global brand ambassadors in the sports segment. Finally, in contracts, I contributed to the development of the Direct to Consumer (DTC) channel, which now includes more than 200 active stores, and to the group’s entry into the travel retail market.