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

Over the past 12 months, I have been actively involved in two major corporate transactions in the Cyprus retail sector.

The first was the sale of Superhome Center, a landmark transaction valued at €94m, involving the acquisition of Cyprus’s leading DIY retail chain. The deal attracted significant attention in the local market and required complex structuring and negotiation across the stakeholders.

The second was the transfer of ownership of ERA Department Stores, an important strategic transaction marking Ermes’ exit from the department store retail sector, following a thorough process to ensure business continuity and long-term stability. The agreement safeguards the future of the stores and secures employment for existing staff, reflecting a responsible approach to restructuring and a commitment to preserving value for all stakeholders.

These projects reflect my involvement in high-impact corporate activity with both financial and strategic dimensions, and my ability to manage complex negotiations under strict timelines.

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

Today’s in-house legal advisor must combine legal expertise with commercial understanding, sound judgment and the ability to thrive in fast-paced, dynamic environments. Legal advice is no longer delivered in isolation; it must support the organisation’s broader strategy. This requires a deep understanding of how the business operates, where risks lie, and how to translate legal considerations into practical, commercially viable solutions. The ability to prioritise under pressure and deliver timely, actionable advice is essential, particularly when working with limited information or under tight deadlines.

Equally important is the ability to communicate with clarity and confidence. In-house advisors must often distil complex legal issues into plain language for non-legal stakeholders, while also influencing decisions and navigating competing priorities. Emotional intelligence plays a critical role here: empathy, active listening and diplomacy help build trust and maintain strong relationships across departments. Adaptability is also key; legal issues rarely arrive neatly packaged, and the ability to pivot, learn quickly and handle ambiguity is now a core part of the job.

Above all, great in-house legal advisors show courage and strategic thinking. They must be willing to give honest advice, even when it is unwelcome, and consider not only legal risk but also reputational and operational impact. And while the role carries serious responsibility, a sense of humour remains an underrated asset. Being grounded, approachable and able to bring perspective in high-pressure moments fosters collaboration and reminds others that legal advisors are human partners in solving complex problems.

Based on your experiences in the past year, are there any trends in the legal or business world that you are keeping an eye on, of which you think other in-house lawyers should be mindful?

Based on my experience over the past year, particularly through involvement in large-scale corporate transactions, I have identified two key trends that in-house lawyers should be especially mindful of.

First, with competition law becoming increasingly stringent, even mid-sized transactions are now attracting regulatory attention. In both transactions I worked on, we had to carefully evaluate the need for merger control clearance, underscoring the importance of early competition law risk assessments in deal planning.

Second, in-house legal advisors are increasingly expected to go beyond traditional legal support and act as strategic partners within the organisation. In both transactions I worked on, my role extended well beyond reviewing or drafting documents. It required a solid grasp of the commercial objectives, alignment of stakeholder interests, thoughtful risk allocation and an appreciation of long-term business outcomes. Today’s in-house legal advisors must not only understand the law but also speak the language of business and finance with confidence.

These trends highlight a broader evolution of the in-house legal function, from reactive legal support to proactive, strategic contribution.