Team size: Ten

Kostas C. Argyropoulos is the General Counsel of SPACE HELLAS Group, a 40-year digital integrator and value-added service provider with an international presence in the fields of AI, cybersecurity, ICT and software. He is included in the GC Powerlist: Greece & Cyprus 2025. He has been shortlisted for the Legal Manager of the Year (2025) – Greece award and also awarded, as a member of the Group’s team, the Silver Award – Best Compliance Team – ICT 2025. He was the keynote speaker at the Legal 500 GC Summit Greece 2026, Athens, 18 June 2026 (keynote speech: ‘The Autonomous Enterprise: What General Counsel Must Govern Next’). A deep passion for technology has made him a pioneer in Agentic AI and in guiding the transformation of legal teams into AI-friendly oriented teams with human oversight. He has contributed as a speaker at various summits, motivating in-house lawyers and managers in technology and the law. He has also organised, with the cooperation of esteemed GCs of top Greek brands, an ongoing cyber simulation workshop for in-house lawyers and managers, presenting it in European forums. He has published various articles on AI, cyberspace law, data protection, public procurement, capital markets, compliance and corporate governance. He is the author of ‘Legislation in Telecommunications’ (2000) and ‘Les Autoroutes de la Communication au regard de la Protection des Libertés Publiques’ (1998). Country-wise, the Athens Bar Association board accepted his proposal to establish the first AI committee of the bar, an honour and a recognition from the country’s top scientific bar. He has volunteering as a priority and motivation, and as a message to society. He graduated from the Law School of the University of Athens (1993) and concluded his postgraduate studies at the University of Paris II – Panthéon Assas (1995) and Harvard Law School (1999).

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?

Since last year, AI is either inside business ecosystems or very close to getting in. It seems increasingly possible that information is passing, or will soon pass, through numerous AI systems before reaching decision-makers at all. Entering this age of agentic audiences and operating at machine scale, nobody knows what kind of economic outcomes are going to result. To ensure resilience and safe transformation to autonomous and robotic enterprises with human oversight, legal strategy should be focused on the establishment of new AI and cybersecurity governance and compliance programmes, as part of a broader AI and cybersecurity economics strategy in business.

How do you see AI and automation reshaping the legal profession, and how are you leveraging technology in your own legal team?

AI is assisting the legal profession, and Agentic AI is empowering legal tasks. However, an important question is, as algorithms play an ever-larger role, whether this reshaping to automation is part of a strategy in the selection of the tools and the economy of their implementation, or even the outcome of an ongoing training and evaluation process with the highest safety standards and policies. In our legal team we are ‘looking on the bright side.’ We have established AI policies focused on criteria to select the needed customised AI tools, providing guidance on the safe use of AI. We have modernised our legal documents with AI and cybersecurity terms, as not all AI-driven solutions are reliable. Especially with Agentic AI, we have a mapping process of the AI agents that we use, as part of a corporate AI and security-designed policy and an ongoing evaluation compliance programme of the agents on a security-by-design basis. Finally, we have in place regular training programmes and data analytics input on the use of the AI tools from our team.

What do you see as the biggest challenge or opportunity for in-house legal teams in 2025, and how are you preparing for it?

AI underlines the urgent need for effective governance and compliance. We need not just a vision of AI, but a broader mature vision, basically taking small and secure steps and seeing AI as an ability inside our teams first, and then inside a broader (ecosystem) level. An AI and cybersecurity economics analysis should be made as a precondition, also listing the discrepancies and the concerns and defining the needs, at a business and legal level, in order for the implementation of technical and commercial decisions to follow. An ongoing training programme, data analytics input and a definition and mapping of the AI agents is important. We should also encourage AI innovation with new fields being born, including AI legal ethics. Overall, we should treat AI as what it is: a method to make our profession better and our team capable of things that were impossible a year ago and will be impossible to predict a year from now.