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

This past year was very challenging and special, as I assumed very important roles within the company and also led the biggest deal in the in-vitro healthcare sector in Europe.

During the replacement process of the local CEO, I was invited and nominated by the Siemens Healthineers Group to serve as interim CEO during the transition phase. I also had the honour of being invited to be part of the Supervisory Board of Siemens SA (as a member of the “conselho fiscal”). I believe these nominations are a sign of the increasing importance of the legal counsel role within the top management in multinational companies.

From a business perspective, my biggest challenge last year was the responsibility of heading the legal workstream for the major in-vitro deal in Europe, including the bidding phase, contract negotiation, award and implementation. It was a success, and the legal team was praised for acting as a real business partner in winning the deal.

The fact that we ramped up a legal hub in Portugal that provides Legal services to other Siemens Healthineers companies within Europe and the US under my supervision was also a very interesting challenge that is expected to grow in forthcoming years.

As a final note, my role as DP, responsible for Southern Europe was also very demanding last year with the integration of the recently acquired US company, Varian – one of the major players in the cancer care sector.

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?

This is, currently, unavoidable. If our values do not match, it is impossible to work with a certain law firm even if they are excellent in certain areas. Company values are a true compass for modern companies

Looking forward, what technological advancements do you feel will impact the role of in-house legal teams in the future the most? Which have you found most useful in your legal team?

As in all major areas, I believe that AI will have the biggest impact and it is already starting to help legal teams.

Why are in-house lawyers well-placed to drive change within their organisations?

Companies increasingly rely on their in-house lawyers and teams. The increasing complexity of the legal framework, alongside the change in the function of in-house lawyers – which is more business oriented, instead of purely legal – will boost this reality even more.

In general, what would you like to see change about the external law firms you use?

I would like to see more flexibility in billing schemes, such as closed values per project, and interest in understanding the business of the company.

As we live in a fast-paced world today, what skills will a corporate legal team need to succeed in the modern in-house industry?

Flexibility, curiosity and a degree of business acumen. It is important for teams to change their mindset from that of egal consultants to one of business partners.

How do you suggest in-house lawyers build strong relationships with business partners?

In-house lawyers need to be close to the business, be open and approachable to colleagues and understand the specific dynamics of the business areas, the company and the market.

The unusual business environment created by the pandemic has been swiftly followed by other shocks. Are you now putting more emphasis on preparing for the unforeseen and, if so, what does this entail?

I would say that as lawyers, we always expect the worst and work for the best. However, recent events have made us even more cautious regarding everything relating to long-term plans.

What are some of the main legislative or regulatory changes that have impacted you?

The new anti-corruption framework.