How do you feel the pandemic has changed the world of work for in-house counsel and the function of the general counsel?

The pandemic has represented a turning point for in-house counsel. Executives were obliged to review their managerial style, opting for a goal-oriented approach – focusing on results and quality. Remote working has had a significant impact on the way we approach to work and engage with team members. Digitalisation has impacted the day-to-day activities. We had to strengthen our organisation skills to divide tasks and efficiently approach to hybrid work. Technology innovations have become necessary to succeed in the new era.

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

My legal team and I have advised the business in managing contracts and regulations over the distribution of products in markets across several countries – increasing the international presence of our brand and upgrading the customer experience. We worked closely to the business in designing and developing an innovative cross-border supply chain product. On the litigation side, we are continuously monitoring passive litigation involving the group, which will allow us to better support local legal teams across jurisdiction in the management of key disputes.

What do you feel are the pros and cons of an in-house legal role compared to a private practice one?

Nowadays the differences between the two roles are more narrow than in the past – budget constraints, strict deadlines and complexity are common to both environments. One of the pros for in-house lawyers is the possibility to deal with a broader set of matter and topics. Additionally, developing a better understanding of the business and being an integrant part of the team, allows the opportunity to take part in the decision-making process to prevent litigation. On the other hand, one of the biggest cons is that teams tend to become specialists in different subject areas (litigation, finance, or capital market); it is critical when a team member is moved to different areas and needs to restart from zero, playing a new game in a short timeframe. Upskilling and job rotation programmes are, therefore, crucial to improve knowledge and competence, enabling the growth of both professionals and the legal team.