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

Over the past twelve months, I have played a leading role in the strategic planning, negotiation, and execution of a significant transaction concerning the transition of Renault and Dacia distribution operations in Greece. This transaction involved the termination of Teoren Motors’ status as the authorised distributor of Renault Group products and the subsequent appointment of Grand Automotive Hellas, a subsidiary of Taavura Holdings, as the new national importer. This transition ensured uninterrupted brand presence in Greece and enabled a seamless handover that safeguarded customer trust and dealer network performance.

The process was inherently complex, necessitating the meticulous coordination of legal, operational, and financial considerations, and was governed by a series of formal agreements with a total value in the multi-million-euro range. Key components of this transaction included the early termination of existing distribution contracts, the transfer of assets, workforce restructuring, and the reorganization of a nationwide network comprising 35 dealers and repairers. All of this was managed under comprehensive legal and operational oversight.

From a legal perspective, I ensured the procurement of all necessary corporate and regulatory approvals, verified compliance with Greek law, and drafted and reviewed contractual documents to include transparent and enforceable provisions.

This project represented a milestone in the Greek automotive sector, requiring rigorous legal precision, strategic coordination, and sector-specific insight and expertise. My involvement encompassed the entire transaction lifecycle, from initial negotiations through to closing and transition implementation, contributing to one of the most notable corporate and distribution reorganizations in the Greek automotive industry.

Have you had any experiences during your career as a lawyer that stand out as particularly unique or interesting?

A defining achievement in my legal career has been leading the legal function for three Renault national importers over the past 17 years, each of which operated independently under unrelated ownership structures. In 2008, I established the legal department from the ground up, transforming it into a strategic business partner integral to operational and regulatory success.

A standout milestone was the 2013 restructuring of Renault distribution network in Greece, which was executed with zero compensation costs related to goodwill or lost profits, demonstrating the value of legal strategy and disciplined execution. In parallel, I successfully defended all litigation initiated by dealers before the Greek courts, eliminating a potential €25m exposure.

These milestones underscore my proactive approach to legal risk management, my ability to align legal strategy with business objectives, and my commitment to resilience and long-term value creation, principles that continue to guide my leadership.

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

In today’s complex regulatory and commercial landscape, the modern in-house counsel must go beyond legal technicality. Strategic legal expertise must be paired with deep business understanding, agility in adapting to change, and the ability to communicate legal concepts clearly across functions.

An effective in-house counsel must be a problem-solver, a risk mitigator, and a growth enabler. This means anticipating challenges before they materialise, maintaining uncompromising ethical standards, and building strong collaborative relationships across the organisation. In my experience, maintaining a close relationship with the commercial department provides a competitive advantage, offering critical business insight. Our role extends beyond protection, we are enablers of innovation, guiding the business with foresight, agility, and integrity.