Team size: 4

What are the most significant cases, projects, or transactions that you and your legal team have recently been involved in?

Over the course of 2025 and 2026, I led the legal workstream of a highly complex and strategically significant transaction involving the voluntary tender offer (OPA) for the delisting of Il Sole 24 Ore S.p.A., followed by a reverse merger. The transaction required the seamless coordination of corporate, regulatory, and market disclosure activities, as well as close engagement with internal stakeholders, external advisors, and supervisory authorities.

Following the delisting, I have also overseen a broader governance simplification process, aimed at streamlining corporate structures and decision-making processes in light of the company’s new status as a non-listed entity.

In parallel, the legal function has supported the launch of a new television channel under the Il Sole 24 Ore brand, managing the regulatory, contractual, and content-related legal aspects of the initiative.

In addition, we have initiated a Group-wide compliance programme to ensure alignment with the forthcoming EU Artificial Intelligence Act, focusing in particular on risk assessment, governance, and the adaptation of internal policies and procedures.

More broadly, my team has been actively involved in a range of high-impact initiatives across the Group, including corporate governance enhancements and the ongoing refinement of compliance frameworks, such as those arising from Legislative Decree 231/2001.

In parallel, we have managed sensitive litigation and pre-litigation matters, adopting a proactive approach aimed at preserving value and protecting the company’s reputation.

Additionally, a significant effort has been devoted to supporting the digital transformation of the business, including the legal structuring of new business models, data governance initiatives, and the negotiation of technology-related agreements, always ensuring compliance with applicable data protection and regulatory requirements.

How do you approach managing legal aspects during periods of instability or crisis to ensure the organisation’s resilience?

In periods of instability, the legal function must act as both a safeguard and a strategic partner. My approach is based on three key principles: anticipation, integration, and clarity.

Anticipation means identifying legal and regulatory risks early and preparing mitigation strategies before they materialise. Integration involves close alignment with senior management and business functions to ensure that legal considerations are embedded in decision-making processes. Clarity refers to providing concise, actionable guidance, particularly in complex or evolving scenarios.

In practice, this translates into strengthening governance processes, ensuring rapid escalation channels, and maintaining a robust compliance culture. Equally important is the ability to balance risk mitigation with business continuity, enabling the organisation to remain agile while operating within a controlled risk framework.

General counsel often speak of the need to be strategic to reach the pinnacle of the profession. What does being strategic mean to you?

Being strategic as a General Counsel means going beyond the traditional role of legal advisor and contributing directly to the organisation’s long-term value creation. This requires a deep understanding of the business, the ability to anticipate external developments, and the capacity to translate legal constraints into practical and sustainable solutions.

A strategic legal function is one that enables informed decision-making, supports innovation, and ensures that risk is managed—not avoided—in a way that is consistent with the company’s objectives and risk appetite.

What do you think are the most important attributes for a modern in-house counsel to possess?

A modern in-house counsel must combine strong technical expertise with business acumen, adaptability, and sound judgment. The ability to prioritise effectively, communicate clearly with non-legal stakeholders, and operate under pressure is essential.

Equally important is integrity, as the legal function plays a critical role in upholding ethical standards and fostering a culture of compliance across the organisation.