From AI adoption to business transformation, the role of the General Counsel is changing rapidly. Larissa Cenan, Head of Legal, Ethics & Compliance Officer at Capgemini in Romania, discusses why the next generation of legal leaders will need to think differently about both law and technology.
What has been the most defining moment of your career as an in-house counsel so far?
The most defining moment of my career has been the transition from being a traditional legal advisor to becoming a strategic business partner and, more recently, an enabler of innovation within the organisation.
This shift became particularly tangible when I started to be involved in complex, cross-border projects involving emerging technologies, such as AI-driven solutions and large-scale digital transformations for our clients. One specific milestone that exemplifies this evolution was my involvement in structuring and supporting advanced technology engagements, where regulatory frameworks were still evolving. I had to move beyond established legal playbooks and consider pragmatic, forward-looking solutions that balanced legal certainty with business acceleration. This required the ability to anticipate regulatory trends, align multiple stakeholders across jurisdictions, and translate complex legal concepts into business decisions.
More recently, this journey has been further defined by my focus on integrating legal expertise with technology, including the development of internal tools that leverage AI. Overall, this defining moment is not a single event, but rather a turning point in mindset, when I realised that legal can actively shape the future of the business, not just protect it.
In what ways do you see the role of the GC changing over the next 5–10 years?
As I recently quoted one of our leaders, legal engineers are the future. Over the next five to ten years, I see the role of the General Counsel evolving from a traditional legal authority into a central architect of responsible business transformation. At the same time, the GC will become a key driver of business enablement. Rather than being perceived as a gatekeeper, the function will be expected to facilitate growth, accelerate decision-making, and translate complex legal and regulatory frameworks into clear, practical guidance that the business can act upon with confidence. This shift requires a strong commercial mindset, as well as the ability to influence senior stakeholders and align cross-functional priorities.
Another defining aspect of this evolution is the integration of technology within the legal function itself. The GC will increasingly lead digitally enabled legal teams, leveraging automation, data analytics, and AI-driven tools to enhance efficiency, consistency, and strategic insight. In this context, legal departments will not only support innovation but demonstrate it internally, becoming early adopters of legal tech and contributors to broader organisational transformation.
How do you foster innovation and agility within your legal team?
I believe innovation within the legal function starts with mindset. I actively encourage my team to move beyond traditional ways of working and to embrace technology as a core enabler of our role. In particular, I strongly promote the intensive use of AI tools that are already available within the organisation.
For me, it is essential that the legal function is not positioned outside the company’s AI ambitions, but is very much part of them. Legal should not be perceived as a passive observer of digital transformation, but as an active contributor, both in terms of adopting technology internally and shaping how it is used responsibly across the business. In practical terms, this means encouraging my team to integrate AI into their daily work, whether in contract review, knowledge management, or any other repetitive tasks. At the same time, I ensure that this adoption is done thoughtfully, with a clear understanding of the legal and ethical implications, so that we lead by example in responsible use. Agility also comes from empowering the team to experiment, to challenge existing processes, and to propose new ways of delivering value.
What qualities do you believe distinguish truly impactful GCs from good ones?
What really differentiates impactful GC’s today is the ability to move beyond a traditional legal mindset and adopt a much more technical and solution-oriented approach.
If I look at how we work now, strong legal knowledge is expected, but it is no longer enough. Businesses no longer need extensive legal memoranda, they need clarity, speed, and practical solutions. In that sense, endless legal memos are simply not an option anymore.
An impactful GC understands that value is created not by producing lengthy analyses, but by integrating legal thinking directly into business and technological processes. This means being able to deconstruct complex issues quickly, provide concise direction, and increasingly leverage tools such as AI and automation to deliver outcomes faster and more consistently.
How do you balance the pressures of your role with personal wellbeing and resilience?
In a role such as ours, pressure is part of the equation, so for me the focus is less about eliminating it and more about managing it in a structured and sustainable way. One important element is clarity of priorities. When you operate in a fast-paced, high-stakes environment, you cannot address everything at the same level of intensity. I consciously prioritise what truly requires my direct attention, which not only improves efficiency but also creates a more balanced workload.
At a personal level, I focus on maintaining a certain discipline in how I structure my time and energy. This includes creating moments to step back, reflect, and regain perspective, even during demanding periods. For me, resilience is closely linked to the ability to remain clear-headed and composed, particularly when navigating complex or high-pressure situations.
If you could change one perception about the in-house legal profession, what would it be?
One perception I would change is the idea that the in-house legal function is a bottleneck to the business. In my view, that perception no longer reflects the reality of what legal should represent today. The role of the GC is not to delay decisions or create unnecessary complexity, but to enable the business to move forward in a controlled and confident way.
It also means adopting a more proactive and technologically driven approach. By leveraging tools, including AI, and by structuring legal input in a way that is scalable and accessible, the legal function can become faster, more predictable, and more aligned with business expectations.
Ultimately, I believe the most effective legal teams are those that are perceived not as constraints, but as enablers partners that help the organisation navigate complexity while maintaining momentum.
