An interview with Anastasia Petsinari, General Counsel at Optima Bank in Greece.
How would you describe the state of the GC Community in your region? How has it changed since you first moved in-house?
When I first moved in-house in the early 2000s, the General Counsel’s role in Greece, particularly in banking, was largely defined by caution. We were the safety net, the compliance check, the polite (and sometimes unwelcome) reminder of regulatory red lines. Strategy, culture, leadership? Those were concerns of others. The legal function, while respected, was largely viewed as a cost centre, a necessary checkpoint rather than a business enabler.
Fast forward to today, and the transformation has been remarkable. The GC community in Greece has not only grown in size but matured in influence. We’re no longer hidden behind contracts and compliance checklists. We’re at the decision-making table bringing not only legal insight but also commercial acumen. Strategic thinking is no longer a “nice to have” – it’s fundamental. Today’s GC is no longer the person who says “No” – says “Here’s how”. We are translators between legal frameworks and commercial intent. And most importantly, we are now recognised as part of the solution; we are seen – and rightfully so – as business partners and value protectors.
Internally, legal departments have also matured. We’re building more agile, collaborative, and structured legal teams – departments that reflect not only deep expertise but also strong management practices. We recruit not just for knowledge, but for mindset: lawyers who are curious, pragmatic, and adaptable.
Leadership is the defining trait of a modern GC. In banking, especially, we must lead with confidence and resilience – guiding our organisations through uncertainty, interpreting regulatory waves (sometimes tsunamis), and building the trust that underpins every financial relationship. That requires not only credibility and technical strength but also humility, adaptability, and continuous learning.
I’ve always believed that the best legal leaders are the ones who keep evolving. The pace of change in financial services leaves no room for complacency. Whether it’s understanding AI governance, managing regulatory obligations, or leading through challenges in uncertain times, we as GCs must keep growing so we can continue to offer guidance that’s not just legally sound, but strategically meaningful.
This is not the GC role I entered more than 20 years ago. It’s broader, bolder, and more impactful. And while the challenges are certainly greater, so is the opportunity to lead with purpose, to build resilient institutions, and to help shape the future of business in general from the inside out.
Why is expanding your network important to you?
I used to think, like probably many GCs, that networking was a luxury – something squeezed in between meetings, emails, and the occasional conference between peers. But over time, I came to understand that connection with peers is not an add-on to the role; expanding my network keeps me grounded and sharp in my role as a General Counsel. In a role where we are expected to be both gatekeepers and enablers, where the law is only half the equation and judgment is everything, it helps enormously to have peers you can turn to. A strong GC network offers insight, perspective, and, above all, empathy. It reminds us that the challenges we face – be it regulatory overkill, boardroom tension, or leading under pressure – are not unique, and that shared experience is a powerful tool.
What kinds of connections or discussions would be most valuable to you?
For me, the most valuable discussions are those that are candid and strategic. Not just about the “what” of the job, but the “how”: how do others manage cross-functional tension? How do they build trust with the CEO? How do they lead legal teams in environments where resources are tight and expectations high? I believe these are the conversations that elevate us from legal operators to true leaders.
What do you want to achieve by collaborating with other GCs and senior in-house lawyers?
Collaboration with other GCs and senior in-house lawyers isn’t just about knowledge-sharing – it’s about redefining what we stand for as a community of in-house leaders; it’s about collective strength. I believe we’re at a pivotal moment where GCs can and should lead beyond the legal brief. That means stepping into conversations about ethics, sustainability, digital governance, organisational culture, and more.
Are there specific topics, challenges, or experiences you’d like to share or learn more about?
By working closely with fellow GCs and senior in-house counsel, I hope to learn from diverse industries and leadership styles, share lessons from my journey – successes, missteps, and everything in between, and contribute to build a more inclusive and engaged GC community that reflects the complexity and importance of the roles we now hold.
