What are the most significant cases, projects and/or transactions that you and/or your legal team have recently been involved in?

I have had the privilege of being Head of the Legal Department at AGRANA ROMANIA for the past 11 years, each of them bringing interesting projects. The last 12 months have been particularly challenging due to the variety and complexity of some projects, which overlapped with each other and with daily activities. From preparing and implementing several restructuring plans aimed at optimising the activity of the company’s working units, to complex real estate transactions, managing complex litigation in court, coordinating activities during audits conducted by state authorities, and more – these projects have further tested our capacity to work under time pressure while providing precise and effective legal support.

How do you approach managing legal aspects during periods of instability or crisis to ensure the organisation’s resilience?

During any period of instability or crisis, my priority as Head of Legal is to ensure that all legal support is provided to keep the company running and compliant. In any organisation, preparation for such cases should begin before a crisis occurs, by establishing and implementing rules to be followed in order to mitigate, manage, and overcome all stages of a crisis.

Managing legal aspects during periods of instability or crisis requires a proactive approach. A proper risk assessment, followed by proactive planning – which includes contingency plans for various crisis scenarios, considering all legal implications – compliance frameworks, clear communication channels, and good collaboration with other departments all contribute to successfully navigating a crisis situation. It is also important that decisions taken are documented, with clear legal and operational rationale, reinforcing accountability and readiness for post-crisis audits.

Ultimately, such periods of instability or crisis are additional challenges intended to reinforce the company’s long-term resilience and compliance culture.

Have you had any experiences during your career as a lawyer that stand out as particularly unique or interesting?

One of the experiences that will remain forever close to my heart dates back to my years as a litigator, when I won a court case amounting to EUR 1,3 million in recourse, after two other trial stages and several technical expert assessments. The unpredictable evolution of this case truly tested my limits and was an important lesson in trusting my professional instincts and pursuing my goal to win with determination.

What factors influence your team’s decision to use external legal services versus handling matters in-house, and what criteria are used to evaluate their performance?

Our goal is to manage as many matters as possible internally, now even more so in the current times, in order to ensure cost optimisation. Nevertheless, some matters are outsourced depending on the complexity of the case, internal workload, sensitivity of the topic (which might require an independent opinion), the level of specialised knowledge required, and similar factors.

When a decision is made to use external lawyers, we look for at least the following: professional excellence, responsiveness, the ability to understand the company’s specifics and provide tailored advice, cultural fit, and value for money.