Evi Mathiou is an Attorney-at-Law, registered with the Athens Bar Association and licensed to litigate before the Supreme Court. She currently serves as Legal, Compliance and Quality Ass. Director at Novo Nordisk for Greece and Cyprus, where she acts as functional country head and is a member of the leadership team. She also serves as an Adjunct Lecturer in Pharmaceutical Law at the Aristotle University of Thessaloniki, School of Law.

In her role, she leads integrated legal and compliance strategies that enable business growth while ensuring regulatory adherence and high-quality standards. She drives strategic initiatives that promote a culture of integrity and support sustainable and ethical business practices across the organisation. Evi combines expertise in pharmaceutical law and regulatory compliance with strong strategic capabilities, effectively engaging stakeholders and driving cross-functional collaboration. She is recognised for her structured thinking, hands-on leadership style and ability to translate complex regulatory requirements into practical, business-enabling solutions while upholding the highest ethical standards.

Evi holds a law degree from the University of Athens, including a Master’s in Private Law, as well as a Master’s in International and European Studies from Panteion University.

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 organisational resilience?

Periods of change and uncertainty highlight the strategic value of the legal function. In such moments, the role of the General Counsel extends far beyond providing legal advice. It is about helping the organisation navigate complexity, make informed decisions and remain focused on its long-term objectives.

My starting point is always the business strategy. Whether the challenge arises from regulatory change, market disruption or a reputational issue, I focus on understanding what the business is trying to achieve and ensuring that legal support is aligned with those priorities. The most effective legal advice is not only legally sound but also enables strategic decision-making and business progress.

During periods of uncertainty, leaders need clarity, speed and sound judgement. A key part of my role is translating complex legal and regulatory issues into concise, actionable advice that enables confident decision-making.

I also believe effective legal leadership requires balancing protection with opportunity. Resilient organisations are those that can manage risk while continuing to innovate, adapt and execute their strategy. One of the most valuable contributions a General Counsel can make is helping leadership distinguish between risks that should be avoided, risks that can be managed and risks worth taking in pursuit of long-term value creation.

Ultimately, the legal function delivers the greatest impact when it is embedded in the strategic decision-making process. By combining legal expertise with commercial acumen, sound judgement and a long-term perspective, legal can help organisations navigate complexity and make decisions that support long-term success.

What is the most overlooked skill or mindset that today’s in-house lawyers need to succeed at the highest level?

Business curiosity. The most successful in-house lawyers are not defined by legal expertise alone. They are genuinely curious about how the business operates, how value is created and what challenges leadership is trying to solve. Lawyers who understand commercial drivers, organisational priorities and industry trends can provide advice that is not only legally sound but also practical and strategic. In today’s environment, where legal teams are expected to contribute to growth, innovation and enterprise decision-making, business curiosity has become a critical leadership capability.

What is one leadership principle or practice that has had the greatest impact on your career as a GC?

The leadership principle that has had the greatest impact on my career is leading through influence rather than authority. As an in-house lawyer, leadership is rarely about authority. It is about building credibility, influencing decisions, aligning stakeholders and helping the organisation achieve its objectives through sound judgement and trusted advice. I have learned that the most effective legal leaders are invited into discussions early because stakeholders value their judgement and perspective. Investing in relationships, understanding business priorities and communicating with clarity have enabled me to drive better outcomes and create greater impact.