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? 

Fortunately for me, to date, I have not yet been confronted with a crisis at Greening. 

I expect, however, that we are well-prepared to tackle any that should come our way. Greening Legal is a business-oriented type of legal team. We work closely with the business and operations teams in analysing projects. This flexibility and integration allow us to align our legal strategies with operational realities and business objectives while reinforcing the organisation’s resilience. As a growing company, this enables us to act swiftly and decisively, minimising risks and safeguarding the interests of the company, which has been effective and would hopefully be especially effective in difficult times. 

In my experience, the biggest problem with legal teams in some organisations is that they are a totally separate body, unaware of business issues. As such, in many companies, the “business” is afraid to “take something to legal” because the legal team generally offers the problems but not the solutions or presents solutions that are not aligned with the company’s reality. 

In your opinion, what are the main trends affecting your work now ? 

The political and economic environment continues to play a significant role in the development of solar photovoltaic projects across the globe in general and in the United States in particular. The relevance of strong federal policies like the IRA tax credits cannot be underestimated. As such, as we move towards a new administration, we must monitor the effects of potential changes to these incentives. 

At the same time, from a business standpoint, as energy load continues to increase with the expansion of data centres and the growth of AI, and as advances in storage technology continue to improve, we are more than optimistic about the growth of renewable energy opportunities. 

From a legal perspective, the main trend affecting legal work has been and will most probably continue to be AI. The expectation is that AI will continue to shape and improve the way we work as a legal team, simplifying both contract drafting and revision and leaving us with more time to focus on high-impact areas. 

What strategic priorities are guiding your legal team into 2025? 

Greening has a large pipeline of projects and expects to grow substantially in the US in 2025. As such, the main strategic priority for the legal team in 2025 is to collaborate, contribute, and enhance that growth. Together with the business team, we are exploring new financing options, analysing structures that are more efficient, and talking with experts to prepare the ground for new opportunities. 

Other strategic priorities guiding the legal team in the US include compliance and risk management, aligning our global policies to the US market, and developing proactive strategies for risk management. Additionally, we aim to streamline internal legal processes to improve efficiency and turnaround time for contracts. I also want to prioritise legal training across the board and work closely with key stakeholders in different areas across the company.