Team size: 13  

Could you share an example of a time when you came up with an innovation that improved how your legal team works and did not come at a large expense? 

We recently completed a project aimed at simplifying and speeding up the review of outsourcing contracts. After a careful review of several templates, covering different fields, we designed a check-list summarising the main clauses that, according to the requirements provided for by relevant authorities as well as our group, must be included in all contracts (with the relevant wording), or those that shall be inserted in certain contracts, like those regulating services to be totally or partially provided through cloud platforms, specifying which can, or cannot, be negotiated. The checklist simplifies the work of the legal team and reduces the need for the business to ask for legal support, being now able to easily manage, directly, several cases thanks to the new tool. 

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

Diversity and inclusion are a key resource to our department. So, we do strive for them and have launched several initiatives aimed at fostering the promotion of a culture valuing diversity and inclusion. For instance, managers are required to develop annual initiatives aimed at improving the empowerment of female colleagues. These are amongst the key pillars we consider in selecting candidates for managerial positions. ISP group legal is a multicultural community, with members based in different countries. We have recently hosted a meeting with large part of the heads of the legal functions supporting ISP divisions and international subsidiaries focusing on multiculturalism, that we consider a key resource for the development of our legal community. 

What is a cause, business-related or otherwise, you are passionate about, and why? 

I have had the chance, and luck, to deal with several areas covered by in-house lawyers: advisory, litigation, corporate transactions, outsourcing, banking, commercial and IT contracts. Nevertheless, functionally coordinating a team of over 200 hundred in-house lawyers, in 11 countries, is a really exciting experience. I am passionate about the team, which is a multicultural team. Dealing with different cultures and legal frameworks is a great opportunity. I learn something new every day. Helping people in their career growth, from both professional and managerial angles, deeply motivates me. I am aware it is a great responsibility, because when you are dealing with people you shall do and be your best. But as said, I feel and approach it as a mutual opportunity of growth.  

What are some of the main trends impacting the industry sector you work in Italy? 

I would tend to say that the main trends impacting the financial sector are digitalisation, new risk detection and management, and talent. The key trend in the financial services industry is the shift to digital. Digital transformation is speeding up, leading banks to adopt innovative solutions, which will become the norm in the future. Blockchain and smart contracts will soon be business as usual. Artificial intelligence will support and ease the transition, disclosing additional advantages and opportunities. On the other hand, there is a growing awareness about the importance of ESG topics, which are somehow reshaping certain business areas. The ability to move quickly into the new era and to detect and manage the related risks will characterise the future leading banks. And in such a quickly changing environment, the ability to attract, nurture, growth and reward talents will be a key factor to be successful.