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?

In periods of instability or crises, my approach to managing legal aspects is rooted in proactive anticipation and adaptability. I focus on identifying potential risks early, ensuring compliance, and providing clear guidance on legal implications to minimise disruption. By collaborating closely with leadership and key stakeholders, I tailor legal strategies that align with the overall business objectives, always aiming to safeguard the organisation’s core interests while staying agile to shifting circumstances.

For example, during a crisis, it’s critical to adjust legal frameworks in real-time, whether it’s renegotiating contracts, managing liabilities, or ensuring that the organization can respond swiftly to regulatory changes. My strategy is always designed to support the broader business goals by not just protecting against legal risks, but also enabling quick decision-making, fostering trust, and ensuring long-term sustainability. In essence, a robust legal strategy is not a siloed function but a cornerstone of the business’s resilience and agility

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

In 2024, I led the legal activities for the establishment of Spike Energy – a company operating in the development of greenfield project for renewable energy generation plants, as well as combined and stand-alone storage systems – by which Tages Helios Net Zero investment fund aims to create a new player in the energy market, capable of identifying and developing, independently or in synergy with third parties, greenfield projects until they reach full construction readiness.

I led the legal activities for the acquisition, following a complex corporate reorganisation, by the Tages Helios Net Zero investment fund of 24 special purpose vehicles that own and manage a portfolio of 151 photovoltaic plants in Italy with a total installed capacity of approximately 122.7 MW. This is one of the most significant transactions in the Italian photovoltaic sector in 2024.

I led the legal activities for the acquisition of a portfolio of four operational biogas plants, to be converted to biomethane, located in the provinces of Pavia and Cremona.

In 2025, I led the legal activities for the acquisition of a portfolio of two greenfield biomethane production plants. Specifically, two biomethane plants to be built in Puglia and Basilicata, in the provinces of Foggia and Potenza, respectively, were acquired by the Tages Helios Net Zero investment fund.

The biomethane will be produced entirely from the transformation of agricultural byproducts, livestock waste, and agricultural production waste unfit for human consumption. The biomethane produced will be fed into the gas grid through the SNAM delivery point to be built in each plant area.

What emerging technologies do you see as having the most significant impact on the legal profession in the near future, and how do you stay updated on these developments?

Emerging technologies like Artificial Intelligence (AI), blockchain, and smart contracts are reshaping the legal profession. AI-powered tools – such as natural language processing and predictive analytics – are accelerating legal research, improving contract review accuracy, and even assisting in dispute resolution by analysing outcomes based on precedent. Generative AI is opening new possibilities for drafting legal documents and facilitating client communication, increasing both efficiency and accessibility.

Blockchain and smart contracts are also transforming transactional law by enabling self-executing agreements that reduce the need for intermediaries. This is particularly relevant in sectors like finance, supply chain and real estate, where transparency and traceability are paramount.

To stay updated, I maintain a strong network across legal tech forums and innovation hubs, follow industry publications like LegalTech News and Harvard Law’s “Law and Technology” blog, and regularly attend specialised webinars and conferences. I also value cross-functional learning – engaging with experts in AI ethics, cybersecurity, and data governance – to understand broader implications and apply that knowledge in legal strategy. Staying curious and adaptive is key to transforming emerging technologies from a challenge into a competitive advantage.

What are the main trends that are salient in Italy currently (these can be legal, political, economy or business-based)?

In Italy, a few key trends are shaping the current landscape. Legally, there’s a strong push toward digital justice and the modernisation of public administration, fueled by EU-backed reforms under the PNRR (National Recovery and Resilience Plan). Courts are increasingly integrating digital tools for case management and remote hearings, aiming to reduce backlog and increase transparency.

Politically, the country is navigating a delicate balance between maintaining EU commitments and responding to domestic pressures on welfare, immigration, and energy. The political climate remains relatively stable, yet dynamic, with growing attention to sustainability and ESG policies, which are influencing both public discourse and regulatory frameworks.

Economically, Italy is experiencing moderate growth with cautious optimism, driven by investments in infrastructure, green energy, and innovation. At the same time, businesses are adapting to inflationary pressures, supply chain disruptions, and talent shortages — factors that require legal departments to be more agile and strategic than ever.

From a business perspective, there’s a noticeable acceleration in digital transformation, especially in traditional sectors like manufacturing and retail. This is paralleled by a growing interest in AI governance and data privacy, with increasing scrutiny from regulators and heightened awareness from consumers.

Overall, these trends are interconnected and present a unique opportunity for legal professionals in Italy to play a proactive role – not just as risk managers, but also as strategic partners driving compliance, innovation, and resilience.