France 2023
Supported by the Association of Corporate Counsel
Senior legal manager, real estate and infrastructure, EMEA | EQUINIX
General counsel, reservoir performance division | Schlumberger
General counsel and senior vice president, corporate M&A | TotalEnergies
Executive vice president, legal affairs and internal audit | Bureau Veritas Group
Group general counsel, vice president legal, risks and compliance, company secretary | Colas Group
Group general secretary and general counsel | Expleo Group
General counsel and member of the management board in charge of legal, compliance, sustainability, and regulatory affairs | Natixis
General counsel and corporate secretary, member of the Airbus executive committee, chairman of Airbus UK | Airbus
Global head of competition law and general counsel, France | ArcelorMittal
Executive vice president legal, secretary of the board | Groupe SEB
Chief legal officer, secretary to the board of directors, member of the Renault Group’s leadership team | Renault Group
General counsel for EMEA, for IP/IT and global vendors | Ipsos
Group corporate social responsibility director and general counsel | Verallia
Group general counsel | LVMH Moët Hennessy Louis Vuitton
Group general counsel and secretary of the advisory board | Groupe BPCE
Vice president legal - general counsel region Northern Europe | Saint-Gobain
Executive vice president and general counsel | Veolia Environnement
General counsel, Europe and global head of legal watch, regulatory and ESG | Crédit Agricole CIB
General corporate secretary and secretary of the board | Rexel
President of the AFJE (Association rançaise des Juristes d'Entreprises) | Association rançaise des Juristes d'Entreprises
Vice president, group general counsel and company secretary | Dassault Systemes
Executive director legal and compliance, audits and risks, professional interaction excellence | Roche
On behalf of The Legal 500, I am truly delighted to introduce the GC Powerlist: France 2023. This edition celebrates the remarkable talents and achievements of France’s leading in-house counsel, and gives insight on the roles they play in contributing to the growth and development of the companies and industries in which they operate, while navigating unprecedented changes in the legal environment.
The second edition since the Covid-19 pandemic, this compilation explores how in-house legal professionals continue to adapt to and manage crises, especially in the face of other major events that have had global unprecedented impacts on regulatory environments, industries, and the very role of the legal function.
It also showcases the impressive cases and transactions spearheaded by these individuals, alongside their views on various phenomena impacting the legal sector, such as the evolving role of the general counsel, and the emergence of novel technologies that have transformed the work they do.
On this, Jean-Michel Orion, Radio France states, “[i]n the face of digital transformation, legal directors will have to continue to adapt to the rapid evolution of technology. This means managing the legal challenges associated with data protection, cybersecurity and the use of artificial intelligence in the legal field.”
According to, Maï Novello, group deputy chief legal and compliance officer at SCOR, they will need “[a]gility and versatility, as well as an appetite to push the boundaries of their traditional way of working in a fast-changing environment.”
As general counsel take on this challenge, they will be aided by the imminent acknowledgement and implementation of legal privilege, a welcome development that will no doubt, support advice issued by general counsel, and allow them to better secure the interests of their company.
In line with the seemingly endless crises the world has been experiencing, this edition contains various strategies these esteemed counsel employ to mitigate risks and protect their companies. While it is an unspoken rule to pre-empt and manage potential challenges, it is also equally (if not more) important to have a crisis management plan in place – especially one that all team members can follow cohesively.
Manuel Mesquita, head of legal corporate at Auchan Retail International says it best: “The worst thing that can happen in a time of crisis is when each member of the team takes isolated initiatives because actions may conflict and lead to an increase in workload.” Sharif Abousaada, group general counsel at Maurel & Prom adds, “I truly believe that we are stronger together and that it is important to leverage the experience and creativity of all members of the team in a crisis situation.”
Echoing the widely accepted view that the legal function should double as business partners, the approaches also include extensive engagements with stakeholders and business leaders, such as the CEO.
The interviews in this edition of The GC Powerlist: France 2023 also provide extensive views on widely popular trends that the legal industry is currently experiencing – contract automation, increased focus on ESG strategies – and how these highly skilled professionals are leveraging their roles in driving these developments and making positive contributions, while remaining conscious of operating within ethical, compliance and regulatory parameters.
We would like to congratulate and express our heartfelt thanks to everyone who featured in this edition, and graciously contributed their time and insights to make this year’s rundown on France’s elite in-house counsel a success.
Funke Olufon| Research Analyst The Legal 500 GC Powerlist Series
The 2025 edition of the GC Powerlist Colombia, held at the elegant Casa Medina in Bogotá, brought together some of the most influential general counsel and in-house legal leaders from across the country and region. The event highlighted how Colombian legal departments are evolving to meet the demands of an increasingly complex, tech-driven, and sustainability-conscious business environment. Key themes throughout the day included the strategic adoption of AI and legal tech, lean but agile team structures, shifting approaches to external counsel, and a strong commitment to ESG and inclusive leadership.
One of the most prominent discussion points was the integration of legal technology, particularly AI and large language models, into in-house legal work. Across companies like Uber, Unilever, Takeda, and GFT, there is strong momentum around the use of AI tools for contract lifecycle management—ranging from clause extraction and risk flagging to version control and automated drafting. However, rather than viewing AI as a replacement for legal professionals, most GCs described these technologies as strategic enablers that allow their teams to focus on higher-impact work. Laura Jaramillo Franco of Bayer provided one of the most detailed insights into how her team has deliberately structured their AI use. She emphasised that the value lies not in using AI for its own sake, but in tailoring each tool to specific use cases that align with legal risk standards and data protection policies. Tools such as Harvey, myGenAssist, Claude, Notebook, ChatGPT, Gemini, and Gamma are all part of Bayer’s ecosystem—each selected and implemented with clear purpose and governance.
Legal design was another emerging theme, with institutions like Scotiabank and Unilever investing in simplifying legal documents to make them more accessible to non-legal stakeholders. This is especially relevant in consumer-facing sectors where clear communication builds trust and mitigates risk. There is also growing interest in predictive analytics for litigation and compliance risk mapping, as legal departments seek more proactive ways to support business decisions.
Despite the growing influence of technology, staffing models remain lean. Most legal departments consist of teams ranging from three to nine professionals. However, size is no longer the defining factor of effectiveness. Instead, agility, business-embeddedness, and cross-functional collaboration are key. General counsel from companies such as Scotiabank, Cargill highlighted the increasing involvement of legal leaders in crisis management and business strategy, often working side by side with finance and communications teams. Upskilling, especially in technology and leadership, is an area of active investment, with Uber, for instance, noting formal programs aimed at equipping in-house lawyers for this evolving role.
The event also revealed a shift in the use of external counsel. In-house teams are now more confident in handling complex matters internally, including regulatory strategy, litigation, and M&A. Companies such as SierraCol and Bancolombia highlighted that while law firms remain essential, engagements are becoming more selective and strategic. The focus has moved from transactional work to long-term partnerships that add specialized value or support cross-border challenges.
Sustainability and ESG responsibilities continue to expand within legal departments. Legal leaders are increasingly central to ensuring compliance with ESG frameworks, advising on disclosures, and shaping product strategies aligned with social impact. Viviana Prada Rey of Grupo Cibest shared how her legal team plays a key role in advancing the company’s mission to contribute to the UN Sustainable Development Goals. From advising on sustainable finance initiatives to monitoring ESG-related regulatory developments in both Colombia and the United States, the legal function has become instrumental in driving long-term impact.
Another area of strong focus was crisis resilience. Legal teams are leading scenario planning and designing compliance playbooks, ensuring they are prepared for unexpected events. Leadership and inclusion also featured prominently. Companies are integrating diversity, equity, and inclusion (DEI) into their legal team strategies. Juliana Hoyos Flórez, General Counsel of SierraCol, discussed the company’s ALMA program (Academia de Liderazgo para Mujeres de Alto Impacto), which has empowered over 180 women across the company and community with leadership skills and is expected to reach 300 by 2026.
In conclusion, the GC Powerlist Colombia 2025 was a testament to the transformation of the legal profession in the region. Far from being reactive support functions, today’s legal departments are strategic, tech-savvy, socially conscious, and embedded at the heart of business decision-making. As demonstrated once again, Colombia’s in-house legal leaders are not just keeping pace with global trends—they are helping define them.
