Team size: 40

What are the most significant cases, projects and/or transactions that you and/or your legal team have recently been involved in?
One of the most impactful initiatives my team has recently led is the end-to-end digital integration of our commercial quoting process. This project reimagined the way commercial offers are generated, approved, and converted into contracts ready for execution — transforming a previously manual, multi-step workflow into a seamless, automated experience.
We designed an integrated ecosystem that connects commercial inputs from across the business with our contract lifecycle management environment, enabling a frictionless transition from quote creation to execution. All commercial offerings were redesigned as self-service opportunities for business users, allowing them to generate deal terms and quotes directly through the system.
Once a quote is configured with specific commercial offerings, the platform automatically triggers the relevant approval workflows. Upon completion, the system dynamically inserts pre-approved legal clauses into the contract, ensuring compliance without the need for manual intervention. The finalised document is then instantly available for routing to signature through the company’s digital execution platform.
This automation has significantly accelerated the deal cycle, reduced the legal team’s operational workload, and enhanced compliance by embedding legal guardrails directly into the system. It represents a fundamental shift from a reactive legal function to a proactive, digitally enabled business partner — ensuring consistency, speed, and auditability throughout the deal lifecycle.
In order to remain aligned with the momentum of artificial intelligence and process agentification, we are currently working on the digitalisation of the contract review process, with the objective of achieving fully automated reviews for all low-risk contracts or partner-suggested amendments. In the long term, this initiative is expected to deliver a reduction of approximately 40% in overall contract cycle time.

How do you approach managing legal aspects during periods of instability or crisis to ensure the organisation’s resilience?
I approach crisis management in much the same way I approach coffee: strong, swift, and, ideally, automated.
I am a highly pragmatic and results-oriented individual. For me, panic is not a strategy – pragmatism is. My focus is always on identifying the issue, engaging the appropriate stakeholders at an early stage, and transforming chaos into a clear action plan. Once stability has been restored, my team, the relevant stakeholders, and I conduct a structured ‘lessons learned’ session to determine how we can prevent recurrence and assess whether elements of the process – particularly high-volume ones – can be automated.
In our view, every crisis represents an unscheduled sprint of innovation.

What strategies do you employ to ensure the successful digital transformation of a legal department while maintaining compliance with your country’s data protection laws?
I believe in digital transformation with a seatbelt on – automate boldly, but govern wisely; trust, but verify, the generative AI output. As such, every new digital initiative within our legal organisation follows two golden rules: data protection by design, and a lawyer in the loop.
We map each process end-to-end to ensure that automation enhances, or at least maintains, the same levels of control rather than replacing them. Access rights, audit trails, and approval hierarchies are embedded into every digital flow – so compliance isn’t an afterthought; it’s built in by design.
Moreover, when evaluating third-party technology, my team and I work closely with IT and privacy experts to validate that every tool and integration aligns with local and EU data protection standards from the very beginning, performing data compliance validation even before entering into a contract with the preferred vendor.

How does your team contribute to the overall business strategy of the company? Can you share an example of a recent legal-led initiative that had a significant impact?
At UiPath, legal agents are beginning to form part of the product offering itself. Recently, my team has started contributing to the company’s business strategy by transforming Legal from a traditional cost centre into a revenue generator. We focus on demonstrating – through both internal use cases and those implemented by our partners – how automation and digital tools can deliver measurable business value, not merely legal efficiency.
By showcasing legal-related automations to our customers, we are positioning Legal as a true engine for business growth. Our innovations now serve as live demonstrations for customers embarking on their own automation journeys. We are proving that Legal no longer only protects value – it also helps to create it.