Team size: 10

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

Over the past eighteen months, I have played a leading role in a landmark cross-border merger between the Saipem Group and a Norwegian multinational, initially as Head of Global Legal and subsequently as Head of Corporate Affairs and Governance.

As M&A lead, I was part of a small core team responsible for negotiating the Memorandum of Understanding signed in February 2025. My responsibilities included overseeing legal due diligence, analysing corporate, regulatory and governance matters, and managing complex issues arising from the listed status of both companies, antitrust filings and foreign investment (golden power) regulations.

Following the execution of the MoU, I was closely involved in the intensive four-month negotiation process that culminated in the signing of the merger agreement. This phase required the coordination of multiple interdependent workstreams and the definition of the key principles governing the future integration of the two groups. I also advised on critical corporate law matters, including whitewash procedures, loyalty shares and potential withdrawal rights, which were instrumental in securing shareholder approval of the transaction.

As a result of my involvement in this transformative project, I was appointed Head of Corporate Affairs and Governance, with responsibility for designing the governance framework of the board expected to be established upon completion of the merger.

In July 2026, I was appointed Head of Legal and Corporate Affairs of the company carved out from Saipem’s global offshore business. As this entity is expected to become a core component of the future combined group, my position sits at the intersection of governance, business continuity and post-merger integration.

In this role, I lead all legal, governance and corporate affairs matters related to the carve-out and stand-alone set-up, while helping ensure that the value, capabilities and strategic interests of Saipem’s offshore business are effectively preserved and enhanced within the future organisation. The position provides a unique opportunity to contribute directly to the successful integration of two global industry leaders.

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

In periods of instability or crisis, my approach is based on three principles: anticipation, alignment and agility.

As part of the Legal function of a multinational infrastructure company operating across multiple jurisdictions, cultures and regulatory environments, I view legal resilience not simply as risk management, but as enabling informed business decisions under pressure.

My experience supporting a major cross-border merger reinforced the importance of anticipating legal and regulatory challenges before they become obstacles. In complex and fast-moving situations, legal teams must act as strategic partners, identifying critical risks, coordinating stakeholders across functions and geographies, and providing decision-makers with clear and practical options.

Alignment is equally essential. In a global organisation, resilience depends on bringing together diverse teams, business priorities and legal frameworks around shared objectives and a common governance model. Legal functions create value when they facilitate dialogue, build consensus and help transform complexity into actionable decisions.

Finally, agility is key. Effective legal leadership requires pragmatism, responsiveness and the ability to adapt governance structures while safeguarding compliance, ethical standards and long-term business interests.

Ultimately, I see the role of Global Legal as that of a trusted adviser and stabilising force: helping the organisation navigate uncertainty, protect its stakeholders and reputation, and create value even in the most challenging circumstances.

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

I believe the most effective modern in-house counsel combines strong legal expertise with a deep understanding of the business.

Today, legal departments are expected to do much more than identify risks or ensure compliance. They must act as strategic partners, understanding the company’s objectives, commercial priorities and operational realities, and helping the business achieve them in a legally sound and sustainable way.

For this reason, one of the most important attributes of an in-house lawyer is pragmatism. Providing technically correct legal advice is essential, but it is not enough. Legal counsel must be able to translate complex legal concepts into clear, actionable guidance and offer practical solutions that support decision-making, particularly in fast-moving and complex environments.

I also believe that a modern in-house counsel should approach the law as an enabler rather than an obstacle. The role is not to say “no”, but to help the organisation find the best way to say “yes” while properly managing risk. This requires commercial awareness, sound judgement, creativity and the ability to balance legal considerations with the broader business context.

In a global organisation operating across different jurisdictions and cultures, collaboration and communication skills are equally critical. The most valuable legal advisers are those who can build trust, influence stakeholders and align diverse perspectives around a common objective.

Ultimately, a successful in-house counsel is someone who understands that legal advice creates the greatest value when it helps the business move forward confidently, responsibly and strategically.