“Today we are required not only to know the law, but also to understand the economic context, anticipate risks, contribute to sustainability and drive innovation.”

An interview with Alfonso Levote, General Counsel and Investor Relations at Rosetti Marino Group of Companies in Italy.

How would you describe the state of the GC Community in your region? 

Given that I have always worked in-house, my perspective has been formed directly within companies. Over time, I have seen the role of the in-house lawyer evolve profoundly: from a predominantly technical and support function, to a strategic partner of the business.

Today we are required not only to know the law, but also to understand the economic context, anticipate risks, contribute to sustainability and drive innovation – including through tools such as artificial intelligence. It’s a stimulating evolution, which requires an open mind, adaptability and a solid overview.

How has it changed since you first moved in-house?

In recent years, I believe that the GC Community in Italy has undergone a significant evolution. In the past, the role of the General Counsel was often perceived more as a support function than as a strategic partner of the business. Today, especially in the Energy sector, the community is much more structured, visible and influential. There is greater awareness of the strategic value that a GC can bring, especially in complex areas such as energy regulation, sustainability and the energy transition. In addition, a more cohesive and collaborative network has developed among colleagues, thanks also to events, associations and professional exchange platforms.

Why is expanding your network important to you?

Expanding my network is essential to maintaining an up-to-date and concrete view of the challenges facing the legal sector, especially in a dynamic context such as energy. The most valuable connections are those with colleagues working in related or regulated sectors, with whom to discuss common issues such as ESG, compliance, risk management, and contractual innovation.

What kinds of connections or discussions would be most valuable to you?

The discussions that interest me most are practical ones, based on direct experience: governance models, approaches to legal digitization, AI, crisis management or strategic litigation.

What do you want to achieve by collaborating with other GCs and senior in-house lawyers?

Collaborating with other GCs and senior in-house lawyers means being able to tackle common challenges with a broader perspective, share best practices and perhaps even anticipate industry trends. 

Are there specific topics, challenges, or experiences you’d like to share or learn more about?

I would like to explore topics such as the role of legal in driving corporate sustainability, managing regulatory change in the energy & climate arena, and how legal teams can be agents of digital transformation. In this context, it is particularly interesting to explore the impact of artificial intelligence on the legal function: from the automation of repetitive tasks to predictive analysis, to support in strategic decision-making processes. In addition, I think it is useful to discuss leadership, legal team organisation and talent development: aspects that are often overlooked but crucial to creating long-term value.