Team size: 5

Career Biography

My professional journey began with a focus on construction law and public procurement. These sectors taught me the importance of precision, risk mitigation, and the management of complex, long-term projects. However, as the digital revolution began to reshape the global marketplace, I transitioned my focus toward the tech industry. For the past 14 years, I have dedicated my practice to supporting technology companies, spanning the IT sector, e-commerce, and industrial innovators specializing in the production of cutting-edge substances. This shift allowed me to combine my rigorous legal training with a passion for the fast-paced, transformative nature of modern innovation.

For over a decade, my career has been intrinsically linked with Comarch, a global powerhouse in the IT industry. For more than six years, I have held the position of Head of the Legal Department within the Comarch Communications sector. Leading a legal team in such a dynamic environment requires more than just legal acumen; it requires a deep understanding of global business strategy and the ability to facilitate growth across borders.

In this role, I have been at the forefront of some of the industry’s most significant transactions. I have personally led and managed the negotiation of multi-million dollar contracts for system implementations, complex licensing agreements, and comprehensive support services. My work has taken me across the globe, representing interests and closing deals with industry giants in telecommunications and aviation; oil & gas and logistics; and global markets, including the USA, Japan, New Zealand, and the majority of European countries.

Negotiating across such diverse jurisdictions has provided me with a unique perspective on international law and the cultural nuances that drive successful business partnerships in different corners of the world.

Beyond the boardroom, I am committed to contributing to the broader legal and business community. A career highlight was my invitation to serve as a panelist at the General Counsel Summit organised by The Economist in London. Engaging with some of the world’s leading legal minds at such a prestigious forum allowed me to share my insights on the evolving role of the general counsel and the challenges of managing legal risk in a globalised, tech-driven world.

Today, I view myself as more than just a legal advisor; I am a strategic partner who understands that the law should be a catalyst for innovation, not a barrier. My goal is always to provide legal solutions that are as innovative as the technologies they protect. Whether I am navigating a complex regulatory landscape in London or structuring a partnership in San Francisco, my approach remains the same: combining deep legal expertise with a pragmatic, business-oriented mindset to drive global success.

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

Over the past year, my team and I have navigated a complex landscape. My focus has been on securing strategic international partnerships and future-proofing the organisation against emerging digital regulations.

Key highlights include global legal oversight and strategic cross-border transactions. Beyond our core EU operations, I also supervise legal advisory and strategy for high-complexity markets, including, for example, Japan, the USA, and the Middle East. This year, I spearheaded the negotiation and closing of a critical IT services contract with a leading logistics player.

Simultaneously, I structured and finalised complex agreements with major telecommunications providers across Europe and Japan. These negotiations required navigating diverse legal jurisdictions and aligning distinct commercial cultures to secure favourable long-term contracts for the company.

Another key area has been digital regulation and cyber resilience (Data Act and NIS2). I am currently leading a project to ensure full compliance with the EU Data Act. This involves mapping our data value chain and redesigning our contracts. I am also consulting closely with the NIS2 Directive compliance team, bridging the gap between technical cybersecurity measures and legal accountability.

In addition, I have been advising our R&D teams on artificial intelligence. This involves creating a framework for ‘responsible AI’ that addresses intellectual property ownership, liability, and ethical considerations during the product development phase, ensuring innovation does not outpace our risk management protocols.

What are the key trends that in-house counsel should be monitoring in 2026?

The most pressing trend is the convergence of ‘Digital Sovereignty’ regulations. In-house counsel can no longer view GDPR, the Data Act, the AI Act, and NIS2 in isolation; they must be treated as a single ecosystem of digital compliance. In 2026, the challenge will not just be understanding these laws individually, but managing the friction between them.

As our business is truly global, in-house counsel cannot view the world through a single lens; we must navigate the friction between EU digital sovereignty, US state-level privacy fragmentation, and the evolving regulatory landscapes in the Middle East and Asia. The challenge in 2026 is managing this regulatory divergence—ensuring global compliance without stifling the speed of international business.

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

Beyond technical excellence, the defining attribute of a modern General Counsel is adaptive leadership. We lead teams composed of individuals with diverse perspectives and experience, which requires the ability to bridge generational differences – communicating as effectively with digital natives in their twenties as with senior industry veterans. A modern General Counsel must be supportive, fostering an environment in which diverse personalities can collaborate effectively.

Secondly, the ability to delegate strategically is essential. It is not simply about distributing tasks, but about empowering team members to take ownership of their responsibilities, thereby strengthening trust, accountability, and efficiency.

Finally, commercial clarity is indispensable – the ability to distinguish between theoretical legal risk and practical business priorities. We must guide the organisation by identifying what truly matters, not only from a legal standpoint, but from a deeply commercial and strategic perspective.