Team size: 70

Key projects over the past 12 months:

Over the past year, a central focus of my work has been the legal oversight and strategic support of EYDAP’s initiatives addressing water scarcity and long-term water security in the Attica region. Greece, like many Mediterranean countries, is facing increasing pressure on its water resources due to climate change, prolonged droughts, and rising demand in urban centers.

In close cooperation with the Greek State and various public authorities, I have been involved in the legal design and regulatory coordination of a series of projects aimed at safeguarding the future water supply of the Athens metropolitan area. These efforts include legislative reviews, contractual structuring, and the provision of legal advice on issues related to infrastructure development, water resource management, and public-private cooperation frameworks.

My role encompassed the legal support for feasibility studies, environmental assessments, and multi-agency planning related to alternative water sources and the optimization of existing infrastructure. Particular attention was given to legal compliance with national and EU-level frameworks on water governance, public procurement, and climate adaptation strategies.

This work requires navigating a complex and evolving legal landscape—balancing public interest, environmental imperatives, and operational efficiency—all while contributing to the long-term resilience of the capital’s water supply system.

How do you approach managing legal aspects during periods of instability or crises, and how does your legal strategy align with the broader business strategy to ensure the organisation’s resilience?

In times of crisis, I make it a priority to be close to the organisation’s leadership and operational teams — not only as a legal advisor, but also as part of the collective responsibility. Legal input in such moments must go beyond theory; it becomes a practical tool for managing risk and enabling decisions under pressure.

Rather than merely flagging legal concerns, I engage directly in assessing options, clarifying consequences, and supporting a path forward that is both compliant and realistic. We share the risk as a team — and that shared commitment is what reinforces the organisation’s resilience.

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

A modern in-house counsel must combine legal precision with business awareness and strategic thinking. It is no longer enough to know the law; one must understand the organisation’s goals, constraints, and risks — and be able to translate legal complexity into clear, actionable guidance.

Equally important is adaptability: legal departments today must operate in fast-changing regulatory, technological, and social environments. The ability to stay relevant, communicate effectively across disciplines, and maintain trust with both internal stakeholders and external partners is essential.

Finally, I would highlight courage: the courage to take a position, to say “yes” or “no” with clarity, and to share responsibility for difficult decisions. The in-house role is not only about protecting the organisation, but about helping it move forward — legally, responsibly, and confidently.