Team size: 6

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 the organisation’s resilience?

Managing legal issues during crisis periods requires proactive institutional resilience rather than reactive compliance. At Nextalia, we have developed a management framework that transforms the Legal Team and the Compliance Team from defensive to strategic enablers.

First, anticipatory risk mapping. We maintain dynamic scenario planning across geopolitical tensions, regulatory shifts, and market volatility – continuously stress-testing our fund structures, investor agreements, and operational dependencies. This enables rapid pivoting of investment strategies while preserving fiduciary obligations and regulatory compliance.

Second, integrated decision-making architecture. The Legal and Compliance Teams operate embedded within business and investment strategy, not parallel to it. I participate directly in investment committees and board discussions, ensuring that legal considerations inform opportunity assessment rather than constrain it.

Third, operational continuity. We’ve pre-negotiated force majeure and other business continuity provisions across most service agreements, established redundant operational capabilities, and created crisis communication frameworks that maintain stakeholder confidence during uncertainty.

The alignment ensures legal strategy amplifies business resilience by converting regulatory complexity into competitive advantage – positioning Nextalia to capitalise on opportunities that more reactive competitors cannot access during crisis periods. The Legal Team becomes the strategic enabler of institutional agility rather than its constraint.

What are the major cases or transactions you have been involved in recently?

The conslidation of Ca’Zampa showcases Nextalia’s capability in sector transformation: through our investment fund “Nextalia Capitale Rilancio”, the Team structured the merger of Ca’Zampa and BluVet, creating Italy’s premier veterinary platform with 48 facilities. This transaction demanded sophisticated regulatory navigation while structuring reinvestment mechanisms for incumbent shareholders.

In addition, our strategic exit from Diagram Group to CDP Equity and Trilantic Europe exemplifies sophisticated portfolio optimisation. As our first major divestment, the Team structured this transaction to deliver exceptional returns while ensuring seamless operational continuity. The complex tri-party negotiation involved maintaining BF Agricola’s minority stake while orchestrating management reinvestment, requiring innovative legal frameworks that balanced competing stakeholder interests.

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?

At Nextalia, diversity and inclusion are foundational to our legal team’s culture and effectiveness. Our approach begins with inclusive recruitment: we partner with leading legal networks and universities in Milan and Rome to source candidates from underrepresented backgrounds, ensuring gender parity and nationality diversity in our interview shortlists. We’ve implemented blind CV screening and structured interviews to eliminate unconscious bias, resulting in a notable increase in female hires over the past two years.

In your opinion, what are the main trends that are salient in your country currently (these can be legal, political, economy or business-based)?

Italy’s landscape is being reshaped by three interlocking dynamics. First, the PNRR-driven infrastructure boom continues to channel unprecedented EU funding into transport, digitalisation, and green projects. Asset managers are structuring bespoke funds to capitalize on public-private partnerships and co-investment vehicles.

Second, the digital transformation of financial services is gathering speed. Fintech startups and incumbent banks are rolling out instant-payment solutions, digital asset custody services, and open banking platforms, prompting new regulatory guidance from the Bank of Italy and Consob on cybersecurity, data privacy, and operational resilience.

Finally, private capital market expansion is driving consolidation across mid-market industrial sectors. Italian family-owned enterprises are increasingly seeking external growth capital through private equity, SPACs, and club deals, requiring complex cross-border structuring and equity incentive frameworks.