Team size: Four  

What are the most significant cases, projects and/or transactions that you and/or your legal team have recently been involved in?

Over the past year, I have been closely involved in a complex merger and acquisition process of Kingfisher Group, following the acquisition of Bricostore Romania by Altex Romania, which required managing both the integration aspects and ensuring compliance with competition and regulatory frameworks.

I have graduated from Harvard Business School’s Women on Boards programme, preparing to become an independent member of a Board of Directors—a position from which I am confident one can have a greater impact on an organisation, its culture, and inspire the people around them.

How do you approach managing legal aspects during periods of instability or crisis to ensure the organisation’s resilience?

I prioritise clarity and predictability, ensuring that all stakeholders understand their legal obligations and rights, while creating fallback strategies should circumstances shift unexpectedly. I maintain a dual focus on risk management and opportunity – safeguarding the company against liabilities, while also identifying contractual and structural levers that provide flexibility. Communication is critical: I act as a bridge between the business and the legal framework, providing quick, practical guidance and building resilience through scenario planning and pre-drafted legal playbooks.    

Have you had any experiences during your career as a lawyer that stand out as particularly unique or interesting?

Leading the legal expansion strategy for a major retail player, Cora, and subsequently navigating its transformation during an M&A process – selling the group’s businesses in Romania to Supernova and Carrefour, and preparing its exit from the country – was a unique experience, as it combined cross-border negotiation, real estate, competition law, and regulatory approvals. Another defining moment was advising on a large-scale corporate integration under conditions of significant organisational change. Balancing employee matters, governance, and stakeholder communications under tight timelines required not just legal expertise, but also resilience and diplomacy.  

Looking forward, what trends do you foresee in the legal landscape over the next 5–10 years that companies should prepare for?  

‘The next decade is about the lawyer as strategist, not just gatekeeper.’ AI and automation will reshape legal departments – from contract drafting to compliance monitoring – enabling in-house lawyers to shift from routine tasks to strategic advisory. Data protection and cybersecurity will intensify as regulatory frameworks expand and cross-border enforcement strengthens. ESG compliance will become not just a reporting obligation, but also a contractual and reputational risk area that boards cannot ignore. The convergence of legal and business functions will accelerate, with lawyers needing to understand technology, finance, and strategy in order to remain relevant in fast-moving sectors. Finally, I anticipate more proactive regulatory oversight in M&A and real estate, requiring companies to plan legal structures far earlier in their business strategy.