Team size: Three

What are the most significant cases or transactions you and your team have been involved in?

The most significant transactions that my team has been involved in recently concern the commercial alliances, and the drafting negotiation of multiple collaboration agreements to strengthen business lines that reinforce our offer, and presence as a partner of products and technological solutions for our customers.

How do you suggest in-house lawyers build strong relationships with business partners?

A good and solid relationship with business partners is not something that is built overnight. Rather, it is a recipe that needs to be simmered. There are several essential ingredients. For example, knowing the key business issues and proactively identifying opportunities and risks. Another important ingredient is the ability to communicate well. I am not referring to the ability to express oneself, but rather to ensure that the message clearly reaches people and produces the desired effects. It is crucial to understand what is important to whom and when.

How do you feel the pandemic has changed the world of work for in-house counsel and the function of the general counsel?

The only thing that is constant and certain is change. However, in this case the change has been abrupt, traumatic, and unprecedented. The legal function and the role of general counsel has not been immune to the impact that the pandemic has had on the ways we work. We had to study hard and efficiently because new legislation, decrees and regulatory developments were constant, and our internal business continuity structure and processes had to overcome any challenges. On the other hand, after the pandemic we have become more aware of the need for flexibility and agility to adapt quickly and successfully to new scenarios, without losing sight of the rigour that is necessary when analysing issues.