Team size: 70

How do you ensure the legal function supports business resilience during periods of uncertainty or disruption?

Business resilience requires the legal function to operate as an integral part of the company’s decision-making process, rather than as a function consulted only after a problem has arisen.

At Nexans, our approach is based on anticipation, rapid escalation and disciplined execution. We identify the legal, regulatory and geopolitical risks most likely to affect our operations and translate them into practical scenarios for management and the Board. The objective is not simply to describe a risk, but to explain its potential operational and financial consequences, identify the decisions that may be required and ensure that responsibilities are clearly allocated.

This approach has been particularly important in managing complex crises involving multiple jurisdictions, regulatory authorities, litigation, cybersecurity, supply-chain disruption and geopolitical uncertainty. In such situations, the legal team provides a central point of coordination between management, operations, compliance, finance, communications and external advisers. Clear governance and reliable information flows are essential: decisions must be taken quickly, but they must also remain documented, consistent and defensible.

I also believe resilience depends on credibility. The legal function must be willing to deliver difficult messages early, while remaining focused on solutions. Our role is not to eliminate all risk, which would be impossible, but to help the business understand which risks can responsibly be accepted, which must be mitigated and which require immediate intervention.

Ultimately, the most resilient organisations are those in which legal considerations are embedded in strategy and operations before a crisis occurs. This allows the company to respond faster, protect its stakeholders and continue pursuing its strategic objectives even in highly uncertain circumstances.

What is the biggest shift you have seen in the role of General Counsel in the past five years, and how do you see it evolving further?

The most significant shift has been the transformation of the General Counsel from senior legal adviser into a broader enterprise leader.

The GC is now expected to understand the business model, financial priorities, industrial operations and geopolitical environment, and to participate directly in the most important strategic decisions. Legal expertise remains fundamental, but it is no longer sufficient. The role increasingly requires judgement, leadership, financial literacy, operational understanding and the ability to communicate complex issues clearly to executive teams and Boards.

This evolution has also changed the relationship between legal risk and business performance. A modern GC must protect the company while enabling it to act. This is particularly visible in M&A, major investments, investigations, compliance, sustainability, cybersecurity and crisis management, where legal considerations cannot be separated from strategy, reputation or value creation.

Looking forward, I expect the GC to become even more involved in enterprise resilience and transformation. Artificial intelligence will automate part of traditional legal work, but it will increase the importance of human judgement, accountability and ethical leadership. The most effective General Counsel will be those who combine technical excellence with the ability to anticipate change, challenge constructively and help the organisation take better and faster decisions.