Portugal 2024
Supported by the Association of Corporate Counsel
Senior counsel | Tabaqueira (Philip Morris International)
Hall of fame
Legal, compliance and public affairs director and company secretary | The Navigator Company
Head of legal and compliance and secretary to the board of directors | Banco Primus
Head of legal Iberia and Global co-head of McKinsey legal sustainability | McKinsey & Company
Country legal counsel and compliance head | Citibank Portugal
Hall of fame
Group general counsel, chief compliance officer and company secretary | Fidelidade
Hall of fame
Head of legal, compliance (DPO and AML) and corporate affairs | Pignus - Crédito Económico Popular
General counsel and company secretary | TAP Air Portugal
Legal counsel | Tabaqueira (Philip Morris International)
Rising stars
Head of legal and company secretary | REN - Redes Energéticas Nacionais
Head of legal and compliance | Corticeira Amorim
Hall of fame
Company secretary, director of governance and compliance | Semapa – Sociedade de Investimento e Gestão
Head of legal | Sociedade Central de Cervejas e Bebidas and Novadis
Senior legal counsel | Securitas - Security Services Ibero America
Head of legal, compliance and company secretary | Altri
Building on the success of last year’s inaugural GC Powerlist: Portugal, we are thrilled to introduce the 2024 edition, spotlighting the nation’s most successful and accomplished in-house lawyers. This publication celebrates the exceptional achievements and innovative approaches of the selected individuals as they navigate the complexities of the Portuguese legal landscape.Â
This year, we are proud to present the second-ever GC Powerlist edition to feature a Hall of Fame category. This prestigious section honours the most distinguished corporate lawyers who have made a lasting impact over the past two decades. Inclusion in the Hall of Fame is a testament to a lawyer’s outstanding track record, extensive experience, and significant influence on Portugal’s legal field. This new section celebrates their enduring contributions and aims to inspire the next generation of in-house lawyers.Â
Within these pages, you will find in-depth profiles and exclusive interviews with the most influential and highly regarded general counsel from a diverse range of industries. These individuals have consistently demonstrated their ability to shape legal strategies, mitigate risks, and provide invaluable strategic guidance to their organisations. Their achievements serve as an inspiration to the legal community, showcasing the profound impact that in-house lawyers can have on shaping business strategies and driving remarkable success.Â
Split between individuals, Hall of Fame and Rising Stars categories, this publication covers many relevant topics and challenges unique to the in-house legal field. We invite you to explore the GC Powerlist: Portugal 2024 and discover the extraordinary stories of these exceptional professionals. Through their experiences and insights, we aim to provide a comprehensive overview of the in-house legal landscape in Portugal and highlight the invaluable contributions of the country’s top corporate lawyers.Â
On behalf of The Legal 500, I extend our deepest gratitude to all the in-house lawyers featured in this publication for their valuable contributions and for sharing their journeys with us. It is my pleasure to present to you this distinguished collection, showcasing Portugal’s future generation of brilliant general counsel and the current most exceptional, diligent, and celebrated in-house lawyers.Â
Â
Francisco Castro | Senior research analyst | GC Powerlist seriesÂ
As we reflect on the past year, we are reminded of the myriad challenges that have tested our resilience and adaptability. The global landscape has been marked by unprecedented uncertainties, from economic fluctuations to regulatory changes and unforeseen crises. Yet, amidst these trials, I have witnessed remarkable fortitude and ingenuity within the internal legal teams of our companies.
It is truly inspiring to see how you, the leaders of these teams, have navigated through these turbulent times with such grace and determination. Your ability to foresee risks, manage complexities, and provide sound legal guidance has been instrumental in steering your organisations toward stability and growth. The legal landscape is continually evolving, and your proactive approach in adapting to these changes is commendable. You have tackled intricate legal issues, navigated regulatory mazes, and strategized for the future, ensuring that our companies remain robust in an ever-changing world.
I must take a moment to express our heartfelt admiration for the internal legal teams you lead. Your dedication, expertise, and unwavering commitment have not gone unnoticed. It is your hard work behind the scenes that fortifies your companies, safeguarding their interests and enabling their ambitions.
The growth of these internal legal teams, under your exemplary leadership, has also been a source of growth and deep learning for us. As we engage with such dynamic and forward-thinking professionals, we too are driven to innovate, improve, and elevate our own practices. Your leadership not only influences your companies but also sets a benchmark for the wider legal community.
In conclusion, I want to extend PLMJ’s deepest thanks for sharing your valuable time with us. It has been a pleasure and an honour to share in your journey, to witness your resilience, and to grow together. As we look ahead, let us continue to build on this foundation of trust and collaboration, facing the future with confidence and optimism.
Thank you, and here’s to another year of shared success and mutual growth.
The recent news that elite US firm Sullivan & Cromwell had apologised to a judge over AI hallucinations in a court filing prompted a collective wince from the legal profession.
But while some lawyers remain wary of AI, others are striking a more open-minded note, and at the LexisNexis AI Forum hosted this Wednesday (20 May) by Legal 500 and Legal Business, panelists argued that the risks are far outweighed by the opportunities.
Barbara Zapisetskaya, principal technology counsel at the European Bank for Reconstruction and Development, made the case that hallucinations and other potential pitfalls can be overcome with a shift in mindset.
‘What makes a difference,’ she said, ‘is empowering your lawyers to take responsibility for AI output – helping them become active AI operators, not just passive AI users. You have agency to decide whether you agree with the output or not.’
Zapisetskaya was among a line-up of leading in-house figures speaking on two panels, which covered everything from practical steps for AI implementation to the key decisions GCs need to be making in the coming months.
Financial Times general counsel Dan Guilford began by stressing the importance of building the right culture for AI adoption. In addition to proactively upskilling himself, Guilford talked about how he had implemented a voluntary weekly ‘show and tell’ meeting for team members to share successful use cases – or an exercise that became a gratifying measure of progress.
Other panelists discussed how increased in-house productivity is altering the dynamic with their external counsel.
While some see the use of AI by law firms as a precursor for reduced fees, Russell Davies, head of global operations for legal and compliance at Dentsu, said that faster results – however they are delivered – are something to be valued.
GSK assistant general counsel Anthony Kenny agreed, saying that while there was an expectation that external counsel would be utilising AI, the focus should be on the value of the output, rather than an overemphasis on identifying AI use as a justification to reduce fees.
Speaking on the second panel, MUFG EMEA general counsel James Morgan stressed the critical importance of education, noting that educating the C-suite on the advantages and risks of AI is just as important as enabling large in-house teams to use these tools.
Shanthini Satyendra, vice-chair of the AI Committee, Society for Computers & Law, CEO and founder of Manisain, offered a reminder of the importance of making the connection between tasks and the purpose behind them, extolling the virtues of identifying use cases for AI that can solve a meaningful problem.
Zapisetskaya concurred, adding that one of the most important tasks for GCs across the next six to twelve months is to create AI playbooks and templates, noting that ‘it is easy for lawyers to see problems – much harder for lawyers to see opportunities.’
There was also broad agreement among panellists that GCs should focus on upskilling their junior lawyers on AI, rather than – as some may expect – cutting back their workforce. As Satyendra summarised: ‘Some people are replacing human capital with AI without thinking about what’s required to make AI work. Retain your people and train them up.’
The panels were moderated by Emma Millington, head of the UK Lexis+ Finance Group, and LexisNexis director of segment management Stuart Greenhill.
