Team size: 7 internal legal team members and 15 external advisors.

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

During the past year, the legal team has primarily focused on supporting core business operations through proactive legal advice, contract management, compliance oversight, and risk mitigation. Our work has included advising on regulatory matters, supporting strategic commercial decisions, and strengthening internal legal processes to improve efficiency and consistency across the organisation.

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

Our crisis management approach is built on strong governance and preparedness. In times of instability, we reinforce decision-making processes, clarify roles and responsabilities, and ensure that legal risks are appropriately escalated and managed, while maintaining consistent stakeholder communication, robust documentation and clear internal guidance.

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

A modern in-house counsel must combine strong legal expertise with a deep understanding of the business. Beyond technical knowledge, the ability to think strategically, communicate clearly with non-legal stakeholders, and provide pragmatic, solutions-oriented advice is essential.

Some key attributes include sound judgment, adaptability in fast-changing environments, and the ability to manage risk while enabling business objectives. In addition, emotional intelligence and collaborations skills are increasingly important, since  in-house counsel often acts as trusted advisor to senior leadership.

Finally, integrity, resilience, and proactive mindset are critical to maintaining credibility and supporting the organisation through both growth and periods of uncertainty.

What do you think is the greatest innovation you have enacted in the past year?

The greatest innovation I implemented over the past year was the reorganization of the legal department to better align it with the company’s strategic and operational needs. This involved redefining roles and responsibilities, streamlining workflows, and introducing clearer prioritization and escalation processes.

The reorganisation allowed the legal team to move from a more reactive model to a proactive, business‑oriented approach, improving response times and the quality of legal support provided to internal stakeholders. It also strengthened collaboration with other departments and enhanced the department’s capacity to manage risk efficiently while supporting the organisation’s growth and resilience.