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

Over the past four years, our legal team has played a central role in supporting the Group’s growth through seven acquisitions.

A particularly significant transaction was the acquisition of Beghelli, given the strength of its brand and the complexity of a deal involving a listed company.

Beyond transaction execution, we have led post-acquisition integration activities.

In parallel to the extraordinary and the ordinary activities, we are driving the digitalisation of legal processes and developing an integrated compliance model to support the Group’s long-term growth and governance.

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

During periods of uncertainty, we intensify legal risk monitoring and strengthen our proximity to business functions. Our objective is to identify potential issues before they escalate and provide timely, practical solutions when challenges arise.

We believe resilience is built through continuous dialogue with colleagues and a deep understanding of market developments. This approach enables us to support decision-making effectively, manage risks proactively, and help the organisation adapt quickly to changing circumstances.

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

To me, being strategic means acting as a business enabler rather than simply a legal adviser or a gatekeeper. The legal function creates value when it helps identify solutions, supports informed decision-making, and enables the business to pursue opportunities with a clear understanding of risks. In today’s environment, shaped by rapid technological change and AI, strategic leadership also requires empathy, commercial awareness, and the ability to anticipate challenges before they emerge.

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

Our company is guided by three core values: excellence, sustainability, and integrity. As General Counsel, I believe “integrity” is the foundation of sustainable business success.

Over the past year, one of our most significant decisions has been the creation of a legal team dedicated to the foundation of an “integrated compliance framework”, designed to involve all business functions.

Our goal is to transform compliance from a set of rules into a shared business culture that enhances awareness, accountability, sound decision-making, and ultimately creates competitive advantage.