Team size:   150  

In 2025, we did not just evolve our legal function – we reimagined its very purpose. At Banca Transilvania, we saw the legal department not as a static pillar, but as a living system – capable of sensing, adapting, and leading. Together with my legal coordination team, we reshaped our structure to meet the rhythm of a fast-moving organisation and designed a transformative initiative that would ignite the full creative force of our people.

The Legal Intrapreneurship – Self Disruptive Teams programme was more than a training exercise – it was a mindset revolution. We selected colleagues not just for their technical expertise, but for their curiosity, courage, and capacity to lead change. Through immersive workshops and structured coaching, they became intrapreneurs: legal professionals who identify opportunities, build solutions, and influence strategic decisions. Over 16 innovation projects emerged – conceived, built, and deployed by our own team. These ranged from AI-powered litigation and contract review tools to knowledge-sharing platforms and immersive legal onboarding channels. These are not theoretical pilots; they are living proof of what happens when legal professionals are given the space to create.

One standout project aims to extrapolate the wisdom of our past legal opinions and litigation records using AI. It is not just automation – it is the codification of judgment, nuance, and strategic insight. It is about transforming years of experience into a scalable, intelligent engine that drafts with precision and learns with every iteration.

Equally transformative was the daily work of our litigation and advisory teams. They evolved from defenders to proactive protectors, from consultants to business enhancers. Their interventions helped the organisation avoid conflict before it materialised. They built frameworks to identify early risks and opportunities, defuse tensions, and guide the business through complexity with clarity and confidence. They became guardian angels—quietly enabling trust, resilience, and forward motion.

Our strategic footprint extended beyond internal transformation. We played a central role in two major transactions: the OTP Bank Romania M&A process and Victoriabank’s acquisition of Microinvest Moldova. In both, my colleagues were directly involved, providing end-to-end legal structuring, regulatory navigation, and cross-border coordination. These were not just legal exercises—they were strategic milestones, and our team was instrumental in their success.

As legal manager, I have witnessed firsthand how empowering people to lead from within transforms not just a department, but an entire organisation. The Self Disruptive Teams programme was our catalyst. But the real momentum comes from our people—their ideas, their drive, and their justified belief that legal can be a force for innovation.

We are not just keeping pace with change—we are shaping it. In doing so, we have proven that a legal team can be more than a safeguard. It can be a source of trust, a driver of strategy, and a maker of meaningful impact. Because when you empower people to lead, they do not just transform the legal function – they create their own future. And sometimes, the most powerful innovation begins not with technology, but with belief – in purpose, in each other, and in what is possible when we dare to reimagine our role.