Team size:  21

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

This year, the legal team has been closely involved in designing the Group’s new strategic plan, Beyond Everyday (2030), working alongside all key functions.

On ESG-CSR, in line with the Group’s strategy, where circularity and sustainability are central, we have moved beyond traditional boundaries between Legal and CSR. Our teams now work as true partners, building projects hand-in-hand. What matters is not territory, but alignment and reciprocal enrichment. Since ESG-CSR issues are complex and transversal, we believe that bringing together legal, CSR, business and operational expertise is key.

On artificial intelligence (AI), our legal and data protection team has played both a traditional and strategic role. Beyond securing use and advising business teams, we have been fully involved in building AI governance with other key functions. We also used this momentum to reflect on our own profession, questioning practices, cultivating critical thinking around generative tools, and anticipating how the legal role will evolve in the age of AI.

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

We start from a simple premise: instability is now structural, and Legal must be a resilience engine embedded in the operating model. We prioritise discipline and clarity, with all key resources accessible via our Legal SharePoint. When pressure mounts, we rely on clear decision-making processes to ensure speed does not override legal input. This partnership with other functions is essential to ensure alignment and robust decision making.

Balancing swift action and sound judgement is always a challenge. Our legal watch and business partnering aim to give leadership focus on what matters. Ultimately, it’s people’s relationships – trust, transparency, and open communication – that make resilience possible.

What is a cause, business or otherwise, that you are passionate about? Why is this?

I am committed to ESG and sustainability, both within my company and through broader professional engagements. As an active member of the AFJE, I aim to help foster a community of in-house counsel who see legal as a lever for positive transformation. Completing the MSc “Strategy and Design for the Anthropocene” reinforced my conviction that the quality of inter-functional relationships, trust, solidarity and collective intelligence, is strategic to building more sustainable, resilient business models.

Looking forward, what trends do you foresee in the legal landscape over the next 5–10 years that companies should prepare for?

The legal landscape will be shaped by ever more interconnected risks (geopolitical, environmental, technological and social), requiring a systemic, anticipatory approach. Contracts will increasingly act as “relational infrastructures”: not merely safeguards, but also frameworks for cooperation, resilience, shared commitments and responsibility across value chains. Legal teams will need to work beyond silos, in multidisciplinary, cross-functional modes, and develop capabilities in critical thinking, collective intelligence and adaptive governance. The ability to foster trust, facilitate dialogue and navigate uncertainty will matter as much as technical expertise.