Team size: 11 

In an increasingly complex global environment, how are you helping your organisation navigate risk while still supporting growth?

My main focus is to understand the business before talking about risks. In this way, we always seek to support and drive the business, acting as true partners, while still managing risks appropriately. To achieve this, it is essential to work closely with the operational areas in order to anticipate potential risks and make the most accurate decisions possible. This approach allows the development of the business while ensuring the company’s sustainable and secure growth. 

How has the role of General Counsel evolved in recent years, and where do you see GCs creating the most value today? 

In my view, the role of the General Counsel has evolved from being purely technical to becoming a true ‘friend’ of the business. To do so, the GC must not only have legal knowledge, but also understand the business, with commercial, financial, and operational insight. This broader perspective allows the GC to truly support the business, simplify processes, and at the same time preserve strong information governance within the company. 

How do you build and maintain a strong legal team?

I believe that building a strong legal team starts with leading by example. The leader must continuously pursue professional development and encourage the team to do the same. At the same time, the leader should be a source of motivation and trust, demonstrating that all objectives can be achieved through focus, commitment, and determination. 

Looking ahead, what do you see as the main opportunity or challenge for in-house legal teams?

The main challenge and, at the same time, the greatest opportunity for in-house lawyers is to move away from being seen as a department that only reacts to emergencies when issues arise. Instead, the legal team should be recognized as a strategic area, essential for the successful development of the business initiatives being planned.