From supporting decisions to enabling them, the expectations of today’s General Counsel have changed significantly. Marta Ziolkowska-Nasinska, General Counsel at Ferrero in Poland, shares the experiences that shaped her approach to modern in-house leadership.
What has been the most defining moment of your career as an in-house counsel so far?
The most defining moment in my career was stepping into the role of General Counsel after my manager left the position and taking full responsibility for legal matters across Poland and the Baltic countries.
It was a very fast transition. I had to adapt quickly to a completely new reality; learn areas I had not worked on before – including how large-scale production operations work – and at the same time grow into a more business-oriented role. Simultaneously, I was going through a significant personal transition, which pushed me to prioritise, make decisions faster and take responsibility without hesitation.
This change was not only about expanding my legal expertise, but about taking full ownership – supporting the business and senior stakeholders across different jurisdictions, often without the time for a long learning curve.
Looking back, that was the moment I moved from being a legal advisor to becoming a real business partner – responsible not only for legal assessment, but also for enabling and, when needed, making decisions.
How do you foster innovation and agility within your legal team?
It starts with how the legal team is set up. I build ownership into the structure – each lawyer is responsible for a defined area, understands the business context and is expected to make decisions, not only provide legal input. That is what drives both speed and accountability.
The second driver is simplicity. We use tools such as a contract lifecycle management system, a central compliance platform and a 24/7 legal assistant to take legal out of routine work. This allows the team to focus on what truly requires legal judgement, while the business can handle standard matters independently.
Agility comes from clarity. When processes are simple, roles are clear and ways of working are predictable, the team can respond quickly without unnecessary escalation or complexity.
And innovation is a result of how the legal team engages with the organisation. Through initiatives like Legal Day and practical compliance simulations, we work directly with the business on real scenarios – building trust and positioning legal as a proactive partner rather than a reactive function.
How do you balance the pressures of your role with personal wellbeing and resilience?
For me, it is less about perfect balance and more about being conscious of how I spend my time and energy.
My role is demanding, so I focus on what really matters – being present both at work and in my personal life. I try to be fully there when I am with my family and my children, and to appreciate small, everyday moments. That helps me keep perspective.
I also believe resilience comes with experience. Over time, you learn to prioritise better, let go of what is not critical and make decisions with more confidence.
What helps me is keeping things simple – knowing what truly requires my attention and what does not. That clarity makes it much easier to manage pressure without losing perspective.
If you could change one perception about the in-house legal profession, what would it be?
There is a perception, sometimes said with a smile, that moving in-house is a comfortable option or even a kind of retirement for lawyers. Those who have actually worked in-house usually smile back – because the reality is quite different.
The role combines legal expertise with business judgement and real responsibility. You are not only advising, but often helping to make decisions – sometimes quickly and with incomplete information.
At the same time, a large part of the role is simply listening. People come not only with legal questions, but also with ideas, concerns or situations they want to think through. Very often these conversations go beyond purely legal matters.
For me, being an in-house lawyer means being close to how the organisation really works – understanding it, challenging it when needed and supporting it in a way that is practical and realistic.
