<strong>What has been your biggest challenge as General Counsel in recent years, and what did you learn from it?</strong>

My biggest challenge in these five years has been leading the transition of our supply chain towards strict compliance with sustainability and clean labelling regulations, in an environment of high global inflation.

The fundamental lesson from this experience is that the value of a modern corporate lawyer lies not in pointing out the prohibition in the regulation, but in building secure bridges so that the business continues to grow.

<strong>How do you create and maintain a strong legal team?</strong>

A strong legal team is built on the premise that in-house lawyers are strategic partners of the business, not an isolated department.

During my tenure, I strive to combine legal technical excellence with strong business acumen. I strive to understand everything from plant processes and quality control to marketing strategies for launching new food products. To maintain long-term stability and commitment, I have implemented three management pillars: Responsible Autonomy, which fosters a sense of ownership over results; Cross-functional Training, ensuring everyone speaks the same language as senior management; and a Culture of Prevention, where we celebrate the early detection of risks. Maintaining open communication and empathetic leadership validates effort under pressure, demonstrating the direct impact of our work on delivering safe food to the tables of millions of consumers.