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

In the company with which I collaborate, my team and I have recently been involved in corporate and banking operations and disputes, as well as in administrative disputes relating to the preparatory procedures for obtaining authorisations for the construction and construction of plants for the generation of electricity from renewable sources. (See for example attached article by Legal Community: https://legalcommunity.it/bird-bird-vince-al-tar-basilicata-per-un-parco-eolico-del-gruppo-macchia/) With regard to the most significant projects, I am currently one of the members of the Board of Directors of ANEV (National Wind Energy Association) and I took part in the consultation table called by the competent Ministry for the definition of the authorisation and regulatory process that will have to regulate and discipline the construction of offshore wind farms. I also coordinated on the Buyer side, in close collaboration with Studio Dla Paper, the acquisition by the Macchia Group of the company Potenza Calcio S.r.l. (See attached article: https://legalcommunity.it/dla-piper-con-il-gruppo-macchia-nellacquisizione-del-potenza-calcio/)

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

I have always been perfectly able to manage all periods of instability and crisis with extreme promptness, ensuring an organisation such as to be able to perform impeccably even in very stringent and difficult times both in terms of problems and financial. This ability of mine is not only one of the essential characteristics to best carry out my primary and main profession as a lawyer but has been essential to be able to manage an entire legal area in the company with which I have been collaborating permanently for years now. Generally, in periods of severe crisis or instability, in order to ensure a good and correct management of all the legal aspects I deal with both as a lawyer and as a legal consultant, I have always tried to maintain a strong lucidity and calm in dealing with the various problems that arose, I have carefully trained my team by transmitting to the various members the sense of duty and teaching them that the only possible form of organisation capable of coping with crises is as follows: identifying the problem, understanding what the optimal solution is, implementing every useful action to ensure that the crisis can be overcome without ever losing sight of the final goal.

The general counsel often speaks of the need to be strategic in order to reach the pinnacle of the profession. What does it mean to you to be strategic?

The only possibility to reach the pinnacle in my profession is to be strategic. Being strategic for me is always being ready, the biggest mistake I can make in climbing to the top is to believe you know everything. You should never let your guard down or think you have nothing else to learn, over the years I have developed the ability to learn quickly from anyone I met on my path both for better and for worse. I understood who I wanted to be and who I absolutely did not want to become. The only strategy I have adopted in my professional life has been this: never miss any opportunity to improve myself.

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

For years now I have held the position of chief executive of the legal area of a corporate group that is active in very different areas that touch on the most disparate subjects often opposite and without any connection. I believe that in order to be able to play the role of the modern internal consultant, a professional must have a strong spirit of adaptation and extensive knowledge. An in-house consultant must know how to operate outside the box, in order to fill this role it is no longer enough to know a subject in depth, it is necessary to specialise in as many areas as possible and I think this is exactly what differentiates him from the “old” in-house legal consultant.