Team size: Seven

AI has been taken seriously as a potentially revolutionary technological change in the legal world for a number of years now. Has it had a meaningful impact in how your legal team works in this time?

Although we see a real potential for growth in this direction, our current answer to this question is a surprising “not necessarily”, at least for now. We are keeping an eye on what the market has to offer in this direction, but up to this moment we have not identified a viable and dedicated AI tool customed for the specific activity and requirements of the legal departments in Romania. We tried chat GPT and Microsoft Copilot, but what really stands out until now (at least from our experience) is that one cannot entirely rely on an AI tool for the moment, at least not for the day-to-day activity of a legal department in Romania. Although a little helpful for mundane/boring tasks (e.g. notification drafting), from our experience, such not customized AI tools have stood up as not necessarily very reliable for day-to-day legal use (e.g. erroneous solutions or input on legislation and even internal documents).

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

I think the legal sector should prepare for the impact of AI technology, not necessarily in legal activities (where there is also a big potential for growth) but mainly in the day-to-day activity of other departments where it is already making an impact. Although not suited (for now) for handling the more complex tasks in the activity of legal departments, the impact of AI tools is real and it is already tangible in other areas, especially technical sectors where it is already implemented in a fast-forward pace and I think legal teams should pay close attention to this quiet revolution and for the specialized training of their teams on AI and GDPR related legislation as it will surely gain an increased importance in the following years.

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

A period of instability or crisis typically determines a shift in the business strategy where management is more focused on managing risks whilst taking agile decisions in order to secure and strengthen resilience to a detrimental business environment.

In other words, when the going gets tough, the tough—aka legal—gets going! Navigating legal issues during instability or crisis is all about staying agile, proactive, and making sure that our legal strategy is fully in sync with our business goals so we can keep moving forward, even when things get bumpy.

My first priority would be: risk radar on! In times of uncertainty, I’m all about scoping out potential risks before they become real issues. That means working closely with key teams — management, finance, ops, and even data—to spot vulnerabilities and build a legal game plan that’s ready to roll if the unexpected hits. With solid contingency plans in place, we’re not scrambling; we’re responding strategically.

Next up: setting-up a risk squad. Crisis response isn’t a solo act, so I’m all for making sure that all risk related team members are aligned on the management risk strategy. Legal might be my focus, but I want to be right in the middle of the action when everything is put into place. This way, we’re all in lockstep, making decisions that work for the business while staying legally sound.

Aligning legal with resilience. If the market gets wild, or a compliance issue pops up, my goal is to offer both quick fixes (adjusting contracts, reviewing legal risk exposure) and long-term solutions (like stronger regulatory engagement or supply chain diversification). It’s about giving the business the legal backbone to stay resilient now and in the future. These days, legal isn’t just the ‘check-the-box’ step before sealing a deal or greenlighting a decision. Gone are the days of legal being a roadblock just to avoid issues. Now, it’s all about being a true business partner. That’s the big shift between a legal clerk and a legal advisor—one just clears the path, the other helps choose the right one.

And then, there’s communication—my not-so-secret superpower. During any crisis, I’m all about transparency with our stakeholders, management, regulators, and partners. No jargon: just clear, concise updates so everyone knows the steps we’re taking and trusts we’ve got it under control.

In short, I’m all about blending proactive legal insight with business strategy in order to help building a fluid, resilient operation. By keeping my finger on the pulse of shifting business needs, I make sure our legal approach doesn’t just respond to crises but drives us forward.

AI has been taken seriously as a potentially revolutionary technological change in the legal world for a number of years now. Has it had a meaningful impact in how your legal team works in this time?

I believe AI and machine learning are truly game changers not just for the legal profession but any profession and humanity at its core. Being a rather positive-minded individual, I believe that we live in exciting and uncharted times! Automated contract analysis, due diligence, and research are soon to be done at professional level by AI so we can focus on strategic and high-value advisory work. And with the rise of data analytics, we’re finally moving from reactive to predictive lawyering, where we can anticipate risks and make proactive recommendations to our teams.

To stay on top of these changes, I look at industry trends just like any real tech enthusiast—tracking legal tech news, engaging in AI webinars, and participating in communities where new developments are constantly being discussed. I especially like following start-up tech ventures deals and look where the money goes. This shows a clear sign where the markets shift in the near future. I also make it a habit to connect with other tech-forward thinking pros, since there’s nothing like learning directly from those at the cutting edge. It’s all about staying curious, hands-on, and open to what’s next because these innovations are here to reshape how we practice and advise.