Team size: 2 persons

What are the key projects that you have been involved in over the past 12 months?

Over the past 12 months, I have been deeply involved in namely two high-impact strategic initiatives within the company, both highly significant to the company’s long-term development and operational transformation.

In each case, I had the opportunity to play a central role from the early stages through to execution, co-leading complex negotiations and overseeing cross-functional coordination across legal, expansion, financial, commercial, and operational teams to structure projects that balanced risk while maximising strategic value.

The negotiation of the commercial lease agreement involved multiple stakeholders and constraints that had to be analysed from various angles (legal, expansion, economic, financial, construction, commercial, corporate, sustainability…), managing multifaceted stakeholder environments and ensuring compliance with internal policies and external constraints — all within tight deadlines.

In parallel, I’m co-leading a major corporate project which will create operational synergies and drive future growth. My responsibilities included leading the due diligence workstreams, coordinating with external advisors, and supporting the integration strategy.

Both projects demanded a high level of negotiation, project management, and strategic thinking. They also required the ability to manage competing priorities, build consensus, and maintain momentum under pressure.

I’m proud that both initiatives are well on track toward successful implementation and will have a lasting impact on the company’s growth trajectory.

How do you approach managing legal aspects during periods of instability or crises, and how does your legal strategy align with the broader business strategy to ensure the organisation’s resilience?

In periods of instability or crisis, I believe that the most effective legal strategy starts with calm, structured thinking. Crises often bring urgency and pressure, but I’ve found that maintaining composure and resisting reactive decision-making is essential. My first step is always to pause, assess the situation clearly, and gather all the relevant facts. Accurate, up-to-date information is the foundation of any sound legal response.

Once the key facts are established, I take a structured approach to risk assessment, identifying immediate legal exposures, potential liabilities, and regulatory considerations. This helps prioritise actions and allows for clear communication with stakeholders, which is crucial in turbulent times.

Good collaboration and fluid communication with other departments is also the key to staying attuned to each department’s needs. I work closely with internal teams to ensure alignment between legal, financial, expansion, operational, and strategic responses, making sure that legal advice supports not just compliance, but also the business’s broader goals.

In terms of aligning with the wider business strategy, my focus is on building legal solutions that are both protective and enabling. I always look for legal pathways that support continuity, protect the company’s reputation, and create space for strategic flexibility.

Ultimately, legal resilience during a crisis comes from preparation, clear thinking, and a deep understanding of the business. A calm and structured legal response helps the organisation absorb shocks and emerge stronger.

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

I believe one of the most important attributes for a modern in-house counsel is the ability to identify the appropriate legal answer within a complex flow of information, much of which originates from departments that are not focused on legal issues. In day-to-day operations, legal questions often arise indirectly — embedded in discussions led by operations, finance, logistics, expansion, HR, facilities, commercial, and other business units. The in-house lawyer must be able to filter, interpret, and connect these inputs to understand what is legally relevant and provide clear, actionable guidance targeted to the desired objective.

Moreover, in today’s legal environment, the scope of relevant information is expanding rapidly. In-house counsel must now also navigate evolving areas such as sustainability, technology, data protection, artificial intelligence, ESG, and new regulatory frameworks — many of which involve complex, cross-border, and rapidly changing requirements. These topics carry significant legal and reputational risk.

In my personal opinion, this is why a modern in-house lawyer must combine legal expertise with strong business awareness, curiosity, and adaptability. It’s not just about legal knowledge, but also about understanding the broader strategic context, asking the right questions, and being proactive in spotting issues early — often before others recognise them as legal matters.

Ultimately, the modern in-house counsel must be a cross-functional thinker, capable of bringing legal clarity to multidimensional challenges and acting as a strategic advisor to the business.