Team size: Four

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 have created a platform with the assistance of our IT department, which includes details of all the trademarks of our Dairy Group registered at a national or international level (namely, details determined and deemed important by us such as dates of application, expiration dates, all significant info, the details of the persons involved in the registration/renewal process as well as tasks not completed). The platform allows us to track our trademarks internally in no time at all. Further, the platform alerts us as to deadlines and enables us to carry out all related tasks promptly and efficiently. This automation did not entail any costs as it was carried out internally and will undoubtedly have cost-saving effects in the long term.  

One of the most significant challenges groups face today is managing all data, info and advice received through the years and decades. To address this challenge, we initiated a data collection process and in particular, we collated and analysed legislation and case law applicable or relevant to the Dairy Group’s industry and its functions (namely, to the production and processing of milk, yoghurt, juices, to industrial and environmental issues connected to the production of our products, to farmers’ policies and the legislative framework, to the legal environments of agency agreements and consumer protection). This data collection process enables our legal team to revisit and reuse data, to understand the subtleties of specific laws very quickly and, thus, provide high-quality legal support and advice consistently. The legislation, case law and guidance already collated have proven very helpful and useful for the legal team and have assisted the team significantly in diving into the knowledge stream but have also saved the company time and resources. Equally important, this data collection process has greatly enhanced the decision-making process (which is key to every company) as the company’s experience, whether good or bad, serves a purpose, either as a bad example or an example to be followed in the future. 

What are the most significant cases or transactions that your legal team has recently been involved in?  

This year, our team handled several significant acquisitions that received extensive media coverage in Greece, including purchasing the shares of two leading companies engaging in cheese manufacturing and trade. These transactions proved to be very challenging for the team and me, as they not only entailed extensive legal due diligence but also involved advising on all the commercial aspects relating to the negotiation of all agreements for the closing of the acquisitions. Our work on these transactions continues to this day as the legal team is highly involved in the post-acquisition integration process, namely in the complex process of integrating not one but two new companies with the mother company and with its systems and policies. 

How important is choosing to work with external lawyers who align with your company’s values? Are you likely to reconsider what firms you work with based on this?   

The selection of our external lawyers is a critical task which must be dealt with with great diligence. In-house counsel holds similar benchmarks for which external lawyers they will work with. Common characteristics we seek include a technically competent lawyer with whom we have built trust and who is familiar with the client’s business.   In parallel, the external lawyer must also share our Company’s values  – common values are the key to the success of any relationship. Cooperating in significant and high-profile transactions with external lawyers of a different mindset will likely lead to decisions and advice that go against the organisation’s core values. Most of our external lawyers align with our values, which is why the relationship with our external counsel has led to successful outcomes and has endured through the years. Assignments based only on technical knowledge and expertise, without covering this sensitive zone of the value alignment, are usually likely to fail.