Italy 2025
Supported by the Association of Corporate Counsel
Legal and corporate affairs director | METINVEST TRAMETAL & FERRIERA VALSIDER – Italian rerollers of Metinvest Group
Group legal and corporate affairs manager | CAREL Industries
Legal director head of m&a and corporate transaction | MSC
Head of legal, corporate, regulatory and antitrust affairs | Enel Group
Head of legal, regulatory and compliance affairs | ENI Plenitude
Vice president corporate law and secretary of the board of directors | Recordati
Chief legal, corporate affairs, and compliance officer | Lavazza Group
Head of legal, compliance & corporate affairs | System Logistics
Legal director and regional compliance officer | Hilti Italia
It has been an honour and a privilege to research and produce this year’s edition of The Legal 500: GC Powerlist Italy. Each edition offers the opportunity to spotlight the exceptional calibre of in-house legal professionals in the country, and this year has been no exception. What made this experience especially rewarding was not only the depth of legal insight shared, but also the openness, curiosity, and strategic thinking demonstrated by the general counsel we interviewed. Their contributions elevated this publication and reaffirmed its relevance to Italy’s fast-evolving legal and business landscape.
This year, a number of key themes emerged — among them, the growing alignment between legal functions and broader business strategy, and the increasingly proactive role that general counsel are playing in responding to complex socioeconomic shifts.
Simone Davini LL.M., General Counsel Italy at Deutsche Bank, shared an important and sobering perspective on one of the most pressing macroeconomic challenges Italy faces today:
“Italy is facing a deep demographic crisis, being one of the countries with the lowest fertility rates in the world… The population has not grown naturally since 2006, and immigration has not offset the decline… These factors contribute to an aging population, raising serious concerns about the long-term sustainability of the social security and healthcare systems and about the labor market: in fact, the tax-payers population shrinks, while the demand for public health services and pensions grows; on top of that, the overall workforce goes down, tanking the internal rate of productivity and the global output of the Italian economic system.”
This kind of strategic, systems-level thinking highlights the evolving role of general counsel—not just as legal experts, but as business-critical advisors with a firm grasp on the wider context in which their companies operate.
Equally important in today’s corporate environment is a focus on culture and inclusion. Lodovico Bianchi Di Giulio, Group General Counsel – Head of Legal & Compliance at BIP Group, described his department’s approach to fostering equity and belonging:
“In BIP Group’s Legal & Compliance Department, diversity and inclusion are naturally embedded: two-thirds of our team members are women. We place strong emphasis on maintaining a healthy work-life balance, while also assigning each team member challenging objectives that promote both personal and professional growth… I dedicate significant time to listening to team members’ feedback, responding thoughtfully to their needs, and fostering a supportive and respectful working environment.”
These reflections are just two among many that demonstrate how Italy’s top in-house counsel are helping to reshape corporate priorities—balancing legal risk with long-term value, and guiding organisations through uncertainty with vision, empathy, and clarity.
Within this edition, you will find a wealth of insights across a range of topics, alongside detailed profiles of the talented legal leaders who make up the 2025 GC Powerlist: Italy. I would like to express my deepest thanks to everyone who took part. It is with great pride that I present this edition—celebrating the integrity, resilience, and leadership of Italy’s most outstanding in-house legal professionals.
Margherita Birri
Research Editor
Legal 500
The recent news that elite US firm Sullivan & Cromwell had apologised to a judge over AI hallucinations in a court filing prompted a collective wince from the legal profession.
But while some lawyers remain wary of AI, others are striking a more open-minded note, and at the LexisNexis AI Forum hosted this Wednesday (20 May) by Legal 500 and Legal Business, panelists argued that the risks are far outweighed by the opportunities.
Barbara Zapisetskaya, principal technology counsel at the European Bank for Reconstruction and Development, made the case that hallucinations and other potential pitfalls can be overcome with a shift in mindset.
‘What makes a difference,’ she said, ‘is empowering your lawyers to take responsibility for AI output – helping them become active AI operators, not just passive AI users. You have agency to decide whether you agree with the output or not.’
Zapisetskaya was among a line-up of leading in-house figures speaking on two panels, which covered everything from practical steps for AI implementation to the key decisions GCs need to be making in the coming months.
Financial Times general counsel Dan Guilford began by stressing the importance of building the right culture for AI adoption. In addition to proactively upskilling himself, Guilford talked about how he had implemented a voluntary weekly ‘show and tell’ meeting for team members to share successful use cases – or an exercise that became a gratifying measure of progress.
Other panelists discussed how increased in-house productivity is altering the dynamic with their external counsel.
While some see the use of AI by law firms as a precursor for reduced fees, Russell Davies, head of global operations for legal and compliance at Dentsu, said that faster results – however they are delivered – are something to be valued.
GSK assistant general counsel Anthony Kenny agreed, saying that while there was an expectation that external counsel would be utilising AI, the focus should be on the value of the output, rather than an overemphasis on identifying AI use as a justification to reduce fees.
Speaking on the second panel, MUFG EMEA general counsel James Morgan stressed the critical importance of education, noting that educating the C-suite on the advantages and risks of AI is just as important as enabling large in-house teams to use these tools.
Shanthini Satyendra, vice-chair of the AI Committee, Society for Computers & Law, CEO and founder of Manisain, offered a reminder of the importance of making the connection between tasks and the purpose behind them, extolling the virtues of identifying use cases for AI that can solve a meaningful problem.
Zapisetskaya concurred, adding that one of the most important tasks for GCs across the next six to twelve months is to create AI playbooks and templates, noting that ‘it is easy for lawyers to see problems – much harder for lawyers to see opportunities.’
There was also broad agreement among panellists that GCs should focus on upskilling their junior lawyers on AI, rather than – as some may expect – cutting back their workforce. As Satyendra summarised: ‘Some people are replacing human capital with AI without thinking about what’s required to make AI work. Retain your people and train them up.’
The panels were moderated by Emma Millington, head of the UK Lexis+ Finance Group, and LexisNexis director of segment management Stuart Greenhill.
