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I have always been passionate about learning languages, traveling, and getting to know people from different cultures. While studying in law school in my hometown Warsaw, Poland, I applied for the Erasmus Student Exchange scholarship. I went to Stockholm, Sweden, to study law for one year. This year turned into more than a decade, during which I earned an LL.M. in IP law and worked as in-house legal counsel and as Head of Legal for Swedish IT/SaaS companies with global operations. Now I am back in Warsaw, but I am still working internationally.

Navigating the complexities of managing multinational legal teams requires a blend of strategic foresight, robust communication skills, and a profound understanding of diverse legal frameworks. Drawing on over two decades of experience, former Paysafe Associate General Counsel Christopher Fischer shared during the 2024 CEE General Counsel Summit his strategies for aligning diverse teams toward a unified goal, emphasizing the necessity of effective leadership in the globalized legal environment of the time.

Before COVID-19, the home office was not mainstream. It was used more as a benefit to avoid the need to get a day off when you had to stay home to wait for “the guy to get the annual meter reading.” Then came the pandemic which forced us to think outside of the box. Suddenly, everyone discovered that remote work could be a viable alternative. Organizations had to come up with technical solutions to make sure that every possible task could be done remotely. The legal profession by its nature was able to adapt quickly to remote work.

For much of the pandemic, remote working became part of everyday life for most of us. For some of us, it still is. Upstream – the company I work for – chose to keep a hybrid model. Even in a hybrid system, the idea is to offer flexibility, so I find myself now writing this piece in a village atop a Greek island. Is it that all I need to do my work are my laptop and a good internet connection? These are obviously the basics but there are other steps to make remote working really work.

Selin (Evrem) Pattni is the Head of Legal Global Purchasing and Supply Chain Operations of Henkel, and she is also on the Executive Committee of Henkel Global Supply Chain B.V. located in Amsterdam, the Netherlands. Selin reflects on her own career path and on strategies for training and developing her in-house team.

More and more legal departments are actively integrating methodologies from disciplines outside the traditional legal sphere, such as project management and even engineering. This evolution is reshaping how legal teams deliver value, emphasizing both strategic impact and operational efficiency. Precision Medicine Group Deputy General Counsel Krzysztof Mazurek, Alpekr Managing Director Petr Zatopek, and Audax Head of Legal Andras Nemeth took a look at the vital role of cross-disciplinary skills in modern legal at the CEE Legal Matters GC Summit, held in Warsaw on April 25-26, 2024.

In order for us to talk about the best practices in managing a legal team in a company, we must, first of all, realize that such a team is not only composed of good lawyers but represents a well-functioning hybrid. Why a hybrid? Because this team must provide both substantive assistance and act as an entity that perfectly understands and senses business needs.

In today’s rapidly evolving business and legal landscape, the importance of collaboration and knowledge exchange between departments has never been more apparent. While traditionally separated by distinct roles and expertise, the integration of legal and scientific teams through cross-functional training has shown to be a transformative approach that drives innovation, fosters collaboration, and ultimately supports overarching business goals.

Shortly after the early years of my career, I moved from the attorneys’ world (more precisely, clerks’) into the world of corporate lawyers. The difference between the two became apparent early on. At least for me, the big difference was that, while working as an attorney, I was in contact with the client only in bursts. As an in-house legal counsel, there is essentially a continuous relationship between lawyers and business colleagues. This continuous relationship results in a kind of interdependence – working together both in good and bad times, celebrating joint successes but also facing challenges together.

In a globalized, post-pandemic world, managing international teams of lawyers seems like orchestrating a grand symphony. The players come from diverse national and educational backgrounds, each bringing unique instruments and experiences. As a General Counsel, you are the maestro, conducting this diverse orchestra of lawyers to perform a grand legal symphony composed by various national and international legislators and regulators.

In a world where business operations frequently cross borders, the role of legal strategy becomes critical in navigating complex regulatory and political landscapes. Drawing on their professional experience, Envista Holdings Corporation Senior Legal Counsel Karel Budka and Head of General Legal at Zentiva Pawel Borowski held talks at the CEE Legal Matters GC Summit that took place in Warsaw on April 25-26, 2024. Budka explored the depths of managing foreign direct investment subsidy applications and Borowski looked at the implications of adapting to evolving sanctions.

“Plan twice to implement once” is Teqball Group Legal Director Marianna Erdei’s approach to implementing new whistleblowing regulations in a manner that is not compliant only with Hungarian law but takes into account the local needs of other jurisdictions.

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