In periods of instability or crisis, my approach is to position the legal function as both a risk-management pillar and a strategic decision-making partner. The first priority is always to ensure clarity: understanding the legal, regulatory, governance and reputational implications of each scenario as early as possible. In a listed company environment, resilience depends on the ability to react quickly while preserving robust governance standards and maintaining the confidence of shareholders, regulators, the board and the wider market. 

I believe that during moments of uncertainty, legal teams must move beyond a purely advisory role and become an active part of the crisis-management structure. This means establishing clear escalation channels, working closely with the executive team and the board, and ensuring that decisions are taken with a full understanding of both immediate risks and long-term consequences. My focus is always on balancing agility with control: enabling the business to act decisively without compromising compliance, disclosure obligations, contractual protections or governance processes. 

A key element of resilience is anticipation. I encourage my team to identify risks before they crystallise, whether they relate to regulatory developments, litigation exposure, financing structures, M&A execution or stakeholder management. In practice, this involves close coordination with finance, operations, investor relations and external advisers, particularly in complex or highly scrutinised transactions. For me, resilience is ultimately about creating legal frameworks that allow the organisation to continue operating, transforming and growing even in volatile environments. 

How does your team contribute to the overall business strategy of the company? Can you share an example of a recent legal-led initiative that had a significant impact? 

Our legal team contributes to the overall business strategy by being deeply embedded in the company’s decision-making processes. I do not see legal as a support function operating in parallel to the business; rather, it is an integral strategic partner. Because I sit on the management committee and act as secretary to the board, my team is involved from the outset in key corporate initiatives, helping shape transactions, governance structures, risk allocation and regulatory strategy. 

One example of a legal-led initiative with significant impact is our continuous involvement in the Group’s major strategic corporate projects aimed at strengthening its long-term position. In these processes, the legal team not only leads the execution from a technical standpoint but also plays a decisive role in aligning the company’s broader strategic objectives, capital structure and governance framework. 

This strategic involvement has helped the business move faster and with greater certainty in complex situations. More broadly, I have worked to build a legal team that is commercial, solution-oriented and close to the business, ensuring that legal advice supports growth, operational transformation and long-term value creation rather than being perceived solely as a control function.