Team size: 15

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

The key projects I have been involve over the past 12 months are the tender offer in Cyprus for the acquisition of Hellenic Bank by Eurobank Group, the expansion of Eurobank Group in the Middle East and India, and the restructuring of the wealth management services across Europe.

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

That’s a great question — and one where the expectations for in-house general counsel (GC) have evolved a lot in recent years. A modern in-house general counsel is expected to go beyond being just a legal advisor; they’re also a strategic partner and risk manager for the business.

In my view the most important attributes are strategic business acumen, which evolves the ability to align legal strategy with business objectives, the understanding of the company’s industry, markets, and competitive landscape and, last but not least, being seen as a business partner first, lawyer second.

In-house counsel also need a strong risk management and compliance mindset, as well as leadership and influence, judgment and integrity, and operational efficiency.

Strong communication and collaboration skills are also key, aiming at explaining complex legal issues in clear, commercial, and concise terms, partnering across departments (finance, HR, operations, product, etc.), being approachable and solution oriented.

In short: the modern GC is a strategic leader who blends legal expertise with business savvy, ethical leadership, and adaptability.

How can general counsel foster a corporate culture that supports ESG principles and compliance across all levels of the organisation?

A GC today isn’t just a legal advisor, but also a culture shaper. To foster a corporate culture that supports ESG principles and compliance, a GC has to act as both a strategist and role model. In particular, a GC has to embed ESG into Governance, ensure ESG and compliance are integrated into board agendas, risk management frameworks, and decision-making processes, and advocate for cross-functional ESG committees (legal, HR, finance, operations, sustainability) to ensure accountability. A GC has to communicate and educate by simplifying ESG and compliance concepts, so they are accessible to all employees, not just specialists. Furthermore, a GC should empower and incentivise employees, as well as partner with stakeholders and collaborate with investors, regulators, customers, and community stakeholders to ensure ESG commitments are credible. In essence: the General Counsel fosters culture by integrating ESG into governance, making it part of daily decision-making, and ensuring leadership accountability. They must turn ESG and compliance from abstract ideals into lived organisational values.