“Innovation in legal comes less from tools and more from mindset.”

Having worked across industries ranging from FMCG to technology, Andreea-Laura Enescu, Regional Legal & Compliance Manager – Romania, Bulgaria & Hungary at HCLTech, brings a broad perspective to the evolving role of in-house legal leadership.

What has been the most defining moment of your career as an in-house lawyer so far?

There have been several defining moments in my in-house career, which I tend to view from two complementary perspectives: the progressive development of legal expertise across multiple industries and the gradual expansion of my responsibilities.

From an expertise perspective, one of the key aspects of my professional journey has been the opportunity to work across five distinct industries: FMCG, telecommunications, financial services, energy and, more recently, technology and digital services. Each transition required a fundamental recalibration of legal thinking, spanning supply chain and distribution matters, highly regulated environments, consumer protection, critical infrastructure and, in recent years, IT, cloud, AI and complex cross-border projects. This diversity of exposure shaped a transversal understanding of legal risk and strengthened my ability to adapt legal frameworks to different business models and a wide range of operational challenges.

Equally important was the transition from this extensive experience to a broader scope of responsibility through a Regional Legal & Compliance role covering multiple European jurisdictions. This shift required not only technical depth, but also the ability to connect legal advice to commercial priorities, manage cross‑border complexity and operate effectively in fast‑moving, technology‑driven environments. It marked a natural evolution of my role, grounded in experience and oriented toward a more strategic contribution to the organisation.

In what ways do you see the role of the GC changing over the next 5–10 years?

Over the next decade, I see the GC role evolving into a fully integrated leadership position, increasingly close to the core of business strategy. GCs will be expected to understand technology, data and emerging risks well before they crystallise into legal issues. Rather than being consulted late in the project timeline, the GC will be involved from the outset, helping to shape strategy, governance and ethical decision‑making.

In a business environment driven by digital transformation, AI and cross‑border operations, the GC will play a crucial role in integrating legal certainty, innovation and corporate values, helping organisations make confident decisions in challenging and evolving business contexts. The role will increasingly centre on acting as an integrator across disciplines – aligning legal, compliance, risk, sustainability and technology priorities into a coherent governance framework. As regulation continues to struggle to keep pace with innovation, the GC’s value will lie less in providing definitive answers and more in enabling well‑reasoned decisions in evolving and imperfect regulatory landscapes. Ultimately, the GC’s impact will be defined by judgement, perspective and the ability to enable the business to move forward responsibly.

How do you foster innovation and agility within your legal team?

I foster innovation and agility by promoting a culture in which the legal function is encouraged to think in terms of solutions rather than limitations. This begins with early involvement in projects, ensuring a clear understanding of business objectives from the outset. I focus on simplifying processes, encouraging clear and pragmatic communication and strengthening collaboration with business stakeholders.

In my view, innovation in legal comes less from tools and more from mindset – from curiosity about the business and the confidence to apply judgement rather than defaulting to rigid, rule‑based thinking. I also prioritise strong commercial awareness and continuous learning, particularly in areas such as technology, digital transformation and cross‑border operations. Empowering the legal team to take ownership of matters and engage directly with stakeholders helps build both agility and confidence.

For me, an innovative legal team is one that feels trusted, understands its impact on the business and is comfortable operating in environments where not everything is black and white.

What qualities do you believe distinguish truly impactful GCs from good ones?

Truly impactful GCs distinguish themselves through sound judgement in ambiguous situations and the ability to balance legal risk with commercial reality. They understand the broader context in which decisions are made and communicate clearly and credibly with senior leadership. Beyond technical excellence, long‑term impact is defined by the willingness to take ownership of complex decisions and the ability to inspire trust.

They also demonstrate consistency and calm under pressure. By being predictable in their values, even when outcomes are challenging, they build confidence across the organisation. Their influence is driven by the respect they command rather than formal authority, as well as by their ability to mentor future legal leaders while embedding a culture of accountability and integrity.

How do you balance the pressures of your role with personal wellbeing and resilience?

Balancing the pressures of the role with personal wellbeing is an ongoing practice rather than a fixed achievement. I prioritise clarity and recognise that not every issue carries the same urgency or impact. Delegation, trust and realistic expectation-setting with stakeholders are essential.

I believe resilience is grounded in perspective – understanding that sustainable performance over time matters more than constant availability and that clarity of thinking is a legal leader’s most valuable contribution. I have learned to differentiate between true crises and perceived urgency, while protecting the time and mental space required for complex decision‑making. Maintaining resilience also means setting boundaries, modelling sustainable working practices and recognising that long‑term credibility is built through consistency rather than constant firefighting.

If you could change one perception about the in-house legal profession, what would it be?

If I could change one perception about the in-house legal profession, it would be the idea that in-house lawyers exist primarily to say “no”. In reality, the true value of an in-house legal function lies in enabling the business to move forward responsibly. When legal is involved early and understands the business context, it becomes a trusted partner that helps organisations innovate, manage risk intelligently and make confident, well‑informed decisions.

I would also challenge the perception that in-house lawyers are less strategic than their external counterparts. In practice, in-house legal professionals are uniquely positioned to understand the organisation holistically and influence outcomes over the long term. When empowered, they play a pivotal role in shaping sustainable growth, ethical conduct and organisational resilience.