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

Competition law has long been a field of particular interest to me. Over the years, I have been actively involved in a range of go-to-market initiatives, from comprehensive transformations of distribution models to more targeted adaptations and incremental changes. In several instances, I have had the privilege of leading these projects, ensuring legal alignment while enabling strategic business evolution. Beyond competition law, my direct involvement over the years has extended to a number of high-impact legal and compliance initiatives. These include the restructuring and division of companies at both regional and international levels, the implementation of GDPR frameworks, the transposition of the EU Directive on dual quality of products, anti-counterfeiting measures, negotiation of collective labour agreements, healthcare reimbursement schemes negotiations, and the deployment of contract lifecycle management systems. In parallel with these legal mandates, I have also developed and implemented local compliance frameworks aligned with global policies and consistent with pharmaceutical industry standards.

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

My approach is rooted in a clear understanding of the business context. I firmly believe that the legal function should act as a strategic partner, guiding decision-makers toward choices that are legally sound and ethically responsible. Legal advice, in this context, is rarely about eliminating risk entirely; rather, it is about identifying, assessing, and managing risk in a way that is transparent, proportionate, and aligned with business objectives. Crucially, it also involves taking ownership of the advice provided and standing behind the solutions proposed.

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

The evolving role of the legal advisor presents challenges from two key directions: deep business integration and the rise of AI. The in-house legal profession has undergone a significant transformation over the past decade. Today, we speak not merely of legal counsel, but of Legal Business Partners. A traditional approach—focused solely on laws interpretation, contract drafting, and litigation—no longer suffices in the modern corporate environment.

Increasingly, legal professionals are part of the company’s leadership structure, and as such, are expected to demonstrate capabilities far beyond legal expertise. This includes leadership and management skills, strategic planning, budget ownership, team development, and a solid understanding of financial performance indicators such as profit and loss (P&L) statements. Legal advisors are also expected to initiate and lead quasi-legal or cross-functional projects, and most importantly, to create meaningful impact across teams, clients, customers, and shareholders.

To navigate these challenges effectively, I believe two core principles are essential: (i) stepping beyond the legal function: legal professionals must actively engage in cross-functional initiatives, even taking on leadership roles in projects outside their immediate scope. While this requires time and energy, it fosters a comprehensive understanding of the business, strengthens trust-based relationships, drives change, and ultimately contributes to value creation; and (ii) continuous professional development: ongoing education is critical. Whether through specialized legal training, executive courses, or broader programs such as MBAs, legal advisors must invest in their own growth to remain relevant and impactful in a rapidly evolving business and technological landscape.

AI has been taken seriously as a potentially revolutionary technological change in the legal world for a number of years now. Has it had a meaningful impact in how your legal team works in this time?

The integration of artificial intelligence into the legal profession is no longer a theoretical discussion—it is a present reality. There is a compelling quote from an American cardiologist that resonates strongly with this shift: “AI will not replace cardiologists, but cardiologists using AI will replace those who do not.” This sentiment applies equally to legal professionals.

Over the past year, I have increasingly incorporated AI tools into my practice, particularly in areas such as drafting contractual clauses and internal policies, as well as conducting preliminary legal research in unfamiliar domains. The impact has been significant, most notably in terms of time efficiency and the ability to quickly structure complex issues, providing a solid foundation upon which further legal analysis and development can be built.

It is evident that AI is already reshaping our ways of working, and its influence will only grow. For legal professionals, the imperative is clear: to embrace these technologies thoughtfully and strategically, ensuring that they enhance (not replace) our judgment, expertise, and ethical standards.