An interview with Fatima Correia da Sila, Group Head of Compliance at Elementis in Portugal.
What qualities do you believe distinguish truly impactful GCs from good ones?
For me, the most impactful GCs are those who manage to combine strategic clarity with human intuition. Technical expertise is expected – it’s the minimum entry ticket – but what truly differentiates a great GC is the ability to translate complexity into direction, and pressure into composure.
An impactful GC reads the business almost as well as the CEO, anticipates risks before they have a name, and builds trust across the organisation in a way that makes Legal a partner, not a bottleneck. But perhaps most importantly, they cultivate teams where people feel safe to think, question, and grow. That combination of strategic foresight and emotional intelligence is what elevates a GC from “good” to genuinely transformative.
How do you balance the pressures of your role with personal well-being and resilience?
With time, I have learned that resilience is not a trait – it’s a discipline. In a role where every decision carries risk and every day brings a new layer of urgency, the only sustainable approach is to set boundaries with intention. I have become very deliberate about structuring my time, protecting moments of disconnect, and recognising early signals of burnout instead of normalising them.
I also rely heavily on having the right people around me – both professionally and personally. A team that shares accountability makes the pressure more manageable, and a life outside of work that truly recharges me keeps me grounded. I remind myself often that I cannot lead well if I am running on empty. So, I prioritise rest, exercise, humour, and the occasional strategic “no.” It’s not perfect, but it keeps me both effective and human.
If you could change one perception about the in-house legal profession, what would it be?
I would change the perception that in-house lawyers exist primarily to say “no.” It’s a persistent and reductive myth that overlooks the role we play in enabling sustainable growth. The best in-house teams do not block innovation – they shape it, de-risk it, and help the organisation move faster with confidence.
If anything, we are architects of possibility: we design frameworks that allow the business to take informed risks and operate globally without losing its footing. Changing this perception would not only elevate the profession but also foster healthier, more collaborative dynamics within companies. At the end of the day, we’re not gatekeepers – we’re partners in building the future responsibly.
