Team size: 5

What are the key projects that you have been involved in over the past twelve months?

 Over the past 12 months, my primary focus has been the successful execution of a strategic ownership restructuring.

What do you think are the most important attributes for a modern in-house counsel to possess?

In my view, the most vital attribute for a modern in-house counsel is Deep Business Integration. A GC must go beyond being a legal expert to become a functional part of the company’s ‘ecosystem.’ This requires a shift in three specific areas:

Understanding the firm’s business model, P&L, and industry drivers is non-negotiable. We must speak the language of EBITDA and market share as fluently as we speak the language of the Civil Code; collaborative Communication: Moving away from the ‘external advisor’ persona is key. We do not have ‘clients’; we have colleagues. This means replacing formal legalistic barriers with high-empathy, hand-in-hand collaboration to solve problems in real-time; and a modern lawyer should not merely identify risks but provide a ‘risk-adjusted path to yes.’ By understanding the strategic goals of the organisation, the legal function becomes a driver of competitive advantage rather than a cost centre or a bottleneck.

Ultimately, the goal is to move from being a ‘gatekeeper’ to a strategic architect of the business.

Are there any upcoming challenges that in-house teams should be preparing for over the next twelve months?

Over the next twelve months, I believe Polish in-house teams must navigate a ‘Triple Transformation’ involving Digital, Regulatory, and Operational shifts.

The implementation of the EU AI Act and the NIS2 Directive will place immense pressure on GCs to move beyond traditional legal advice and into technical governance. In Poland specifically, the mandatory rollout of the National e-Invoicing System (KSeF) and new JPK CIT reporting requirements represent a significant shift where tax and technology intersect, requiring legal teams to work closer than ever with IT and Finance.

As the legal landscape professionalises, the ‘generalist’ model is under strain. The challenge for modern teams is to remain lean while maintaining ‘best-in-class’ expertise in niche areas. My strategy for 2026 is built on:

I prioritise collaboration with boutique law firms because their deep, narrow focus often provides more agile and commercially relevant solutions than larger generalist firms.

While I prefer the agility of boutiques for specialised advisory, I recognise that for multi-jurisdictional or massive-scale transactions, the infrastructure of international firms remains a necessity. The challenge is knowing exactly when to switch between these two models to maximise value.

In a competitive Polish market, retaining talent while driving efficiency through Legal Operations is a priority. We must prepare for a 2026 where AI-driven tools handle routine drafting, allowing our human talent to focus on high-level strategic partnership.