In an increasingly complex global environment, how are you helping your organisation navigate risk while still supporting growth?

I believe the main challenge for legal teams today is not only mitigating risk, but doing so in a way that supports business growth and speed. In increasingly dynamic environments, the role of in-house counsel should focus on creating structures that allow sustainable growth through clear processes, agile decision-making and aligned criteria across teams.

In my experience, one of the biggest opportunities lies in organising the legal function from a more strategic and operational perspective.

Over the past year, I worked closely with operational and leadership teams to strengthen contracting processes, standardise reviews and provide greater clarity on when and how Legal should be involved. This helped reduce friction, accelerate decisions and identify risks at earlier stages.

Today, the greatest value lies in balancing the protection of the organisation while also enabling growth, innovation and execution.
How has the role of General Counsel evolved in recent years, and where do you see GCs creating the most value today?

The role of GC has evolved significantly in recent years. It has moved beyond legal review and risk mitigation to becoming a key part of business strategy and management.

At the same time, technology and AI tools are accelerating important changes within the profession. Many repetitive tasks can now be optimised, allowing legal teams to dedicate more time to strategic analysis, negotiation and decision-making.

In this context, I believe GCs create the most value when they combine legal vision, business judgement and leadership skills. Today, it is no longer enough to simply identify risks; GCs are also expected to propose practical solutions, support decision-making and help organisations operate more efficiently.

Going forward, the legal teams that will create the greatest impact are those capable of combining technical excellence with operational efficiency, adaptability and a real understanding of the business.
What does effective leadership look like for a General Counsel today, and where do GCs have the most impact?

For a GC, effective leadership involves much more than technical expertise. It means building trust, developing strong relationships across the organisation and ensuring that Legal is perceived as a strategic business partner.

I believe GCs have the greatest impact when they help bring clarity, structure and prioritisation to complex environments. Very often, the real value is not simply saying ‘no’, but finding the right way to make things happen while minimising unnecessary risks.

Creating a collaborative culture between Legal and business areas is also essential. Teams work better when they understand the purpose behind processes and when there is alignment between business needs and risk management.
Looking ahead, what do you see as the main opportunity or challenge for in-house legal teams?

One of the main challenges for in-house legal teams will be adapting to the speed at which business, regulation and technology evolve without losing strategic judgement or analytical capacity.

At the same time, there is a significant opportunity to redesign the legal function through technology, AI and Legal Ops tools that allow lawyers to spend less time on operational tasks and more time on high-value decisions.

However, technology alone will not solve every challenge. I strongly believe that legal judgement, negotiation skills and analytical thinking will continue to be essential differentiators.