“Truly impactful GCs are defined by judgment and presence, more than expertise alone.”

From dual stock exchange listings to enterprise-wide governance, Niccolo Pallesi, General Counsel & Secretary of the Board of Directors at Ferretti Group in Italy, explores the evolving role of the GC as a strategic business partner.

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

The most defining moments of my in-house career have been the two listings of Ferretti Group, first in Hong Kong in 2022 and then in Milan in 2023.

These were not only complex legal transactions, but true transformation journeys, requiring the alignment of governance, compliance, and strategic positioning across different regulatory environments and investor cultures.

Leading the legal function through these milestones meant operating at the intersection of law and business, supporting the Board and management in shaping a credible equity story and a robust governance framework.

More than the transactions themselves, what made these experiences defining was the opportunity to position the legal function as a strategic partner, contributing directly to the company’s long-term value creation.

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

Over the next 5–10 years, the GC will further evolve from legal advisor to enterprise strategist.

As regulatory complexity, technology and ESG reshape the business landscape, the role will increasingly sit at the intersection of risk, governance and value creation – requiring not just legal excellence, but judgment, agility and business leadership.

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

I see innovation and agility as cultural outcomes, not just processes.

As a GC, my role is to set the tone – encouraging a mindset where legal is forward-looking, embraces technology, and is fully embedded in strategic conversations. When the team feels ownership of business outcomes, not just legal deliverables, innovation and agility naturally follow.

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

Truly impactful GCs are defined by judgment and presence, more than expertise alone.

In my experience, what makes the difference is the ability to combine independence of thought with a deep alignment to the business – having the credibility to challenge, the trust to influence, and the clarity to translate complexity into direction, especially when it matters most.

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

I would challenge the perception of the GC as a gatekeeper.

At its best, the in-house legal function is not about saying “no,” but about enabling better decisions – balancing risk and opportunity and helping the business move forward with clarity and confidence. From a gatekeeper to an enabler of the strategy.