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

(i) The main topic managed by my team has been focused on governance and compliance rules according to Golden Power prescriptions, following the acquisition of Piaggio Aero Assets by the Turkish Baykar Group one year ago. There are, of course, some sensitive details which cannot be divulged; however, there are major aspects that can be disclosed and are very interesting, such as continuity in the execution of public supply agreements and the workforce.

(ii) Another very unusual topic has been the setting up – still ongoing – in cooperation with the Italian Ministry of Culture, of a Historical Museum that makes the historical, technical and cultural heritage of the Rinaldo Piaggio Archive accessible to the public and community.

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

The General Counsel’s main role is to guide through instability by creating solid foundations for monitoring continuity in contract execution, by managing all potential claims proactively, and especially by creating a cultural bridge between the company and its Shareholder, investing in passion and trust.

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

It means being involved in daily business strategic discussions and decision-making processes, to be able to put the GC’s specific sensibility in the middle of the process and not at the end when something goes wrong. In any case, this is something that has been understood, and my perception is that organisations are moving in that direction.

Have you had any experiences during your career as a lawyer that stand out as particularly unique or interesting?

Yes, I had the pleasure of living through a specific period of my career with a group of colleagues, a sort of dream team, very young and very committed, and together we were able to manage a huge project: the Frecciarossa high-speed train, from the public tender to the award, from the project to the delivery, and from the base contract to the options (such as Frecciarossa from Milan to Paris and Iryo in Spain). As a lawyer, that project represents the most outstanding and unique experience from many perspectives, of course.

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

On top of a good overall level of legal competence, I strongly recommend culture and an open mind, curiosity, enthusiasm and a proactive attitude.

How can general counsel foster a corporate culture that supports ESG principles and compliance across all levels of the organisation?

By example and decisions.