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

Over the past year, I have had the opportunity to lead and contribute to several strategic initiatives, both client-facing and internal, that have strengthened Deutsche Bank Greece and the regional market position and culture of compliance.

On the client front, I have supported a landmark transaction within the exchange domain involving a strategic alliance among prominent local and European market players. This complex and high-stakes engagement required deep cross-border legal coordination and a firm grasp of regulatory nuances, ultimately enabling a seamless and compliant execution that will deliver significant value to all stakeholders.

Additionally, I was closely involved in facilitating the local launch of innovative trade finance products. My role encompassed legal evaluation and internal and external stakeholder alignment – ensuring not only legal soundness but also the acceleration of time-to-market for these new offerings.

Internally, I led several impactful initiatives as part of the Legal function, with a particular emphasis on diversity, equity, and inclusion. These included driving awareness campaigns and designing engagement frameworks. As a leader, I am proud to have fostered a culture where integrity and inclusion reinforce one another, ensuring that compliance is not just procedural – but lived and shared across the organisation.

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 volatility – whether regulatory, economic, or geopolitical – my approach is rooted in proactivity and integration. I strive to anticipate shifts and embed legal and regulatory foresight into broader business planning, ensuring that our strategy is not reactive, but resilience-building.

This involves constant collaboration with local and regional business senior management teams to create scenario-based legal strategies. For example, during periods of financial uncertainty, I worked cross-functionally to reassess contractual exposures, fortify risk controls, and update contingency plans. Legal and Compliance served as both stabilizers and strategic guides, enabling the business to navigate uncertainty with confidence and clarity.

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

A modern in-house counsel must embody agility, empathy, and strategic vision. Technical legal acumen remains essential, but it is the ability to translate complexity into actionable, business-aligned guidance that defines real value.

In an increasingly interconnected and regulated world, counsel must also be changing agents – capable of guiding teams through transformation, embracing digital tools, and championing ethical leadership. Equally important is the ability to foster psychological safety and inclusion within Legal and Compliance teams, ensuring diverse voices are heard and respected. In my role, I view legal counsel not just as a guardian of rules, but as an enabler of growth, culture, and long-term trust.