Team size : 2

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

Over the past year, I have been particularly passionate about two strategic projects that I conceived and helped drive forward. The first was an Extended Supply Chain initiative, which I proposed and launched with a holistic approach to the entire supplier lifecycle, from supplier selection to the management of post-sales issues. The second was an organisational assessment aimed at evaluating the effectiveness of a specific corporate capability, identifying improvement opportunities, and defining actions to strengthen the organisation. Both projects have been highly challenging and rewarding, requiring critical thinking, a strong understanding of business dynamics, and cross-functional collaboration. I am especially proud to have originated these initiatives and to continue driving them with a strong sense of ownership and commitment.

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

During periods of instability, I focus on anticipating risks, prioritising critical issues, and working closely with business stakeholders to develop practical and sustainable solutions. My goal is not only to protect the company from legal exposure, but also to enable informed and timely decision-making, helping the organisation remain resilient and adaptable. The Extended Supply Chain initiative and the organisational assessment project are both tangible examples of this approach, as they were designed to proactively identify risks, strengthen processes, and enhance the organisation’s ability to respond effectively to future challenges.

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

For me, the most important attributes are business understanding, sound judgement, and pragmatism. An in-house counsel should be able to work closely with the business, anticipate potential issues, and provide practical guidance that helps the company move forward while managing risk. Trust, credibility, and the ability to collaborate effectively across the organisation are also key.

How can general counsel foster a corporate culture that supports ESG principles and compliance across all levels of the organisation?

A General Counsel can foster an ESG-driven culture by translating principles into concrete behaviours and business processes. For example, ESG considerations can be embedded into supplier selection and management, so that sustainability, responsibility, and long-term value become part of everyday business decisions. In my view, culture changes when ESG is integrated into the way people work and make decisions, rather than being perceived as a separate initiative.