What are the key projects that you have been involved in over the past twelve months?

Over the past twelve months, I have been involved in several key projects across commercial, regulatory, and strategic areas. I led and supervised both internal and external counsel in drafting, negotiating, and implementing multimillion‑dollar service agreements with major banks in Poland and other EU Member States, including complex outsourcing arrangements. This required coordinating multi‑party workstreams across legal, commercial, operations, and compliance to ensure aligned and timely delivery.

I also worked extensively on ATM interchange fee advocacy in Poland and at EU level. My contributions included proposing fairer interchange levels for independent ATM operators, which supported the first meaningful adjustment since 2010. This shift enabled operators in Poland to recover a greater portion of cash‑withdrawal service costs and strengthened the long‑term sustainability of access to cash nationwide.

In parallel, I contributed to sector‑wide work on access‑to‑cash challenges and coordinated external legal analyses on surcharging rules in several EU jurisdictions. This ensured that our business decisions were compliant, commercially sound, and consistent with the wider policy effort to preserve access to cash in Poland and across Europe.

I was also closely involved in legislative engagement relating to the upcoming EU PSD3 and PSR frameworks. I co‑authored multiple position papers for Polish and EU stakeholders, addressing structural challenges facing the ATM sector. These submissions strengthened our positioning in trilogue discussions and helped advocate for a more balanced and sustainable regulatory regime.

Finally, I supported the Credia transaction by coordinating one of the key legal workstreams under demanding timelines, ensuring consistent alignment between internal teams and external advisers throughout the process.

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

Adaptability, sound strategic judgment, and the ability to translate legal requirements into practical business action remain essential. These qualities have only grown in importance given the environment in which in‑house teams now operate.

First, increasing regulatory and geopolitical complexity requires a true systems perspective, the ability to understand how new rules cascade through products, vendors, operations, and disclosures, and to anticipate risks before they materialise.

Second, the rapid adoption of AI means that while tools can draft at speed, legal must provide the high‑level judgment to evaluate outputs, recognise when something “looks right” but isn’t, and ensure accuracy, nuance, and defensibility.

Finally, efficiency and service quality are more critical than ever. Legal teams must be easy to work with, which means clear processes, well‑defined service levels, and pragmatic, solution‑oriented communication that helps the business move forward confidently and at pace.