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

The pandemic had three impacts on general counsel. Firstly, remote working became widespread in all sectors. Therefore, general counsel quickly adapted and learned how to keep their teams safe and committed. Secondly, there was a legal focus on safety at work; data protection became a big topic for all general counsel. Also, the contractual technique evolved to capture certain risks linked with the pandemic. Thirdly, the strategic relevance of ESG-driven transactions. The pandemic enhanced the perception of the ESG UN’s goals that are expected to be achieved by 2030. Especially, Covid-19 was seen by many people as the result of decades of poor eco-culture, eco-policies, and eco-friendly investments. In banking and finance, this boosted ESG-driven transactions and initiatives.

In a changing financial landscape, how does the company remain competitive against new phenomena such as fintech and blockchain, and how does the legal team assist with this?

Our company is surfing this wave of innovation with both caution and commitment. We help the process by keeping ourselves updated on relevant subjects. For example, I personally took a deep dive into the legal nature, implications, and possible regulation of cryptocurrencies like Bitcoin and Ethereum.

What do you feel are the pros and cons of an in-house legal role compared to a private practice one?

As pros, I think in-house counsel have the chance to develop their legal, managerial, and leadership skills in a holistic way. This is not usual for private practice lawyers who have a vertical approach, rather than holistic. As for cons, private practice partners usually control a significant number of clients who can be leveraged to carry more relevance in money or career discussions.