How do you approach managing legal aspects during periods of instability or crises, and how does your legal strategy align with the broader business strategy to ensure the organisation’s resilience?    

As legal advisors, it is essential for us to leverage our expertise to support various cross-functional teams as they navigate periods of crisis or instability. I consistently strive to adopt a pragmatic approach, helping teams maintain clarity and perspective.

In such circumstances, I believe that sound judgment, combined with a degree of ‘wisdom,’ is crucial. Wisdom stems from experience; we learn from each challenge we encounter, and it is further enriched through leadership and emotional intelligence.

I am also deeply convinced that a thorough understanding of both internal and external contexts is essential to navigate complex periods effectively. Under pressure, teams may lean more heavily on the legal department, looking to us for ideal solutions or an immediate way forward. However, it is equally important to maintain a clear sense of boundaries, ensuring we do not assume unnecessary responsibility or decision-making authority. Unless there are serious, irremediable obstacles, the business remains the ultimate decision-maker, best positioned to define strategy with all relevant information, including clear legal recommendations.

Finally, I am a strong advocate of team empowerment. Our role should be to guide and enable teams to become increasingly autonomous, allowing the legal team to focus on more strategic and complex matters rather than day-to-day operational concerns. I am committed to ensuring that every process we engage in is approached with maximum efficiency, so that the legal team can deliver added value in its support and, in times of crisis or instability, can readily free up time to support teams as needed.

 Do you have a cause, business-related or otherwise, that you are passionate about?   

I am deeply passionate about diversity and inclusion and have the privilege of being part of a committee at General Mills France focused on this important topic. It is a journey, and working alongside other stakeholders throughout this process is both highly motivating and incredibly rewarding.

 How do you prioritize diversity and inclusion within your legal department, and what initiatives have you implemented to foster a more inclusive and equitable work environment?   

As mentioned previously, I am part of the French & Spanish Diversity, Inclusion, and Belonging Committee, where we work year-round to foster a culture of inclusion and belonging. Our efforts focus on raising awareness of Diversity, Inclusion & Belonging (DI&B) and cultivating allyship. During the back-to-school period, we place particular emphasis on mental health and maintaining a healthy work-life balance.

In this context, I am a strong advocate for the view that work-life balance extends beyond family life and parenting. It also encompasses other essential aspects of personal well-being, such as sports, hobbies, and social commitments. Everyone should feel empowered to maintain their work-life balance, regardless of their personal situation. As leaders and managers, it is crucial that we lead by example, ensuring we respect our own work-life balance without feeling the need to over-justify our choices.

Additionally, I am highly conscious of the “mini-me bias,” where, often unconsciously, we may be inclined to hire individuals who resemble an earlier version of ourselves. When evaluating legal profiles, I am committed to ensuring that I approach the process with the broadest possible range of perspectives.