Team size: 21

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

We have been engaged in the setting up of governance and compliance rules for AI projects introduced by the competent business functions.

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

Clear predictions of the major risk areas, streamlining of recovery actions based on immediate and straightforward decisions, and a system of delegation of powers and authority.

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 always involved in the core governance and business discussions not only as a professional adviser and/or for internal compliance reasons, but mainly as counsel and a leading voice for the undertaking and implementation of the main corporate decisions.

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

Knowledge of the business and of the main market drivers and revenue models adopted by the Company; clear risk assessment and recovery, which means also having a full and complete catalogue of mitigation actions.

In terms of soft skills, clear internal communication and the ability to drive complexity, cross-functional empathy with all the other functions, business or staff.

In terms of digital law tech implementation and driving change, embracing legal tech through the introduction of AI tools and contract management software and supervising the integration of compliance rules with the business.

Based on your experiences in the past year, are there any trends in the legal or business world that you are keeping an eye on that you think other in-house lawyers should be mindful of?

There are two massive trends that every modern in-house team must closely monitor:

The Evolution of AI and Digital Regulation: The implementation of framework regulations like the EU AI Act, alongside evolving data protection and cybersecurity standards, requires in-house teams to build robust governance structures for digital tools and intellectual property protection in virtual spaces.

The “Green Claims” and ESG Scrutiny: Regulators and consumers are demanding absolute transparency. The tightening of rules around green claims means that every single environmental assertion must be backed by undeniable scientific evidence. Legal teams must become the guardians of corporate authenticity to protect brand reputation in an era where “greenwashing” allegations can cause immediate, global reputational damage.