Team size: Circa 18 

Could you share an example of a time when you came up with an innovation that improved how your legal team works and did not come at a large expense?  

We introduced a procedure called “IP and Cultural awareness” managed by our IP & brand protection team, a risk mitigation structured process dedicated to: protecting the brands uniqueness and enhancing their value; reducing the risk of violating third parties’ IP rights; reducing reputational risks, avoiding messages that could contain social-semantic-cultural-religious-political meanings exposing the company to risks of offending religious, cultural, political sentiments, damaging public order and morality of one or more countries worldwide; making conscious business choices; and sensitising businesspeople through legal “evangelisation”.  

Can you foresee any key developments to the way general counsel work over the next five years?  

AI will become more and more present also in the legal word and it might be helpful for sure, if adequately guided, but I strongly believe in human competences first and in the value of people and in the importance of relationships. At the same time and for similar reasons, I believe that remote/smart working is nowadays essential part of the usual work organization and considered by team members very important to improve flexibility, ways of working and lifetime balance, but contact and physical works in team will remain essential in our job.  

I’d also like to quote Moncler’s values, that could be absolutely adapted to my general counsel work: push for higher peaks; bring other voices in; embrace crazy; keep warm; plan beyond tomorrow; embrace the extraordinary and discover the genius within. We strongly believe in those values, and we try to follow them every day. Being always supportive with a friendly but sever and goal-oriented attitude, always bearing in mind business needs as well as the importance of building trustful relationships among departments and partnering with reliable external consultants. But before and foremost never losing a bit of creativity and craziness!  

Of course, organisation, goal-oriented attitude, business-oriented approach and team’s work are and will always be key for a general counsel.  

How do you prioritise diversity and inclusion within your legal department, and what initiatives have you implemented to foster a more inclusive and equitable work environment?  

I strongly believe in the value of people and the importance of leaving people free to express themselves to be able to bring out the best and better pool their skills. That’s why I believe Moncler’s values perfectly fit also general counsel’s structure and behaviour, together with energy, competence, flexibility and deep sense of belonging.  

The daily sharing of ideas, the mutual collaboration as well as the curiosity and the passion for our daily work, together with strong technical skills and competences are among our strongest characteristics.  

Each member of the team (following a career path and calendar over the years) is offered the chance to attend leadership or managerial courses to improve their lateral skills, as well as counselling support to help them overcome daily challenges with the right tools and be able to express the best.  

What is a cause, business-related or otherwise, you are passionate about, and why?  

I’m passionate about real estate and retail development, that has always been part of my work since my arrival in the group and has now also been officially recognized as part of my job title.  

Retal development has been the main booster of Moncler’s success over the past 15 years and the basis for his huge success worldwide and I’m extremely proud to have been part of it since the very beginning.  

Disregarding the strong development of digitalization and ecommerce, the value of physical stores – to communicate brands’ philosophies and concepts – is still essential. Only in a physical store can brands create immersive experiences and engage directly with customers. This interaction fosters brand loyalty and generates both online and offline sale. People want the connection, community, and social experiences that physical retail spaces provide, and this is driving them back to the high street. Having a physical presence enables retailers to reinforce their appeal to a community that may buy the merchandise online.