What happens when legal is given real autonomy? Bianca Vlad, General Counsel at Brico Depot Romania, reflects on how trust and exposure shape stronger, more strategic legal leadership.
What has been the most defining moment of your career as an in-house lawyer so far?
A defining aspect of my career has been the opportunity to be part of major business transformations – ranging from expansion and operational shifts to land development, construction, refurbishment, permitting, and M&A transactions. These experiences allowed me to stay close to the root causes of decisions and to actively contribute to shaping outcomes.
They enabled me to grow not only as a professional, but also as a person.
I cannot speak about this journey without acknowledging the profound impact of the trust placed in me by a former CEO. One message in particular stayed with me: “Don’t come and ask me – just go and do it.” That level of trust gave me the confidence and independence to take decisions beyond the traditional boundaries of the legal role.
The same mindset opened further opportunities, including studying at Harvard Business School, with a perspective that “your office should be the world.” This shaped my ability to look at situations with a broader, more strategic lens.
Equally important, these experiences shaped my leadership style. I have always tried to support, mentor, and encourage my team to reach the best version of themselves. What stayed with me over time was not just the complexity of the projects, but the human side of it – supporting leadership, helping teams navigate ambiguity, and creating structure where things felt unclear.
This journey fundamentally changed how I see my role. I stopped thinking of myself as “the legal person” and started seeing myself as a partner in building direction, trust, and stability within the organisation.
In what ways do you see the role of the GC changing over the next 5–10 years?
The role of the General Counsel will increasingly require having true “skin in the game.” It is already moving beyond legal expertise into a much broader space – at the intersection of governance, ethics, business strategy, and innovation.
In a world that is becoming more complex, less predictable, and filled with constant noise, the GC’s role will be to bring clarity. This means exercising sound judgment, knowing when and how to act, offering support while also constructively challenging decisions, and guiding organisations responsibly.
However, this evolution is only possible if the role is properly recognised by organisations – not only in theory, but in practice. This includes investing in the GC’s professional development, ensuring exposure to market trends, and enabling active participation in the broader business environment.
No professional can reach their full potential if isolated. The GC should not operate from a “box,” disconnected from the market. Instead, the role requires continuous interaction with trends, people, and ideas.
At the same time, the GC must maintain independence while working closely with the CEO, the board, and stakeholders. As a business partner, the GC will not only solve problems but also bring new perspectives, ideas, and innovative solutions that contribute to growth and strategic direction.
Looking ahead, I believe the GC should also be part of succession planning – developed, encouraged, and positioned to be on the shortlist for leadership roles. This is a natural evolution for a role that is already deeply embedded in the core of business decision-making.
Beyond this evolution, I believe General Counsels have a unique opportunity to shape not only their organisations, but also the future of the legal profession itself. By actively contributing to innovation, embracing technology, and rethinking traditional legal models, the GC can become a key driver of transformation – not just within the company, but across the wider business and legal ecosystem.
How do you foster innovation and agility within your legal team?
I believe innovation in legal starts with mindset, not tools. It is about creating an environment where the team feels comfortable challenging traditional approaches and simplifying processes.
This also requires intentional investment – budget allocation should support innovation initiatives within the legal function, not just operational needs.
In my previous roles, we consistently identified needs early and actively sought solutions – from contract management systems and permit archives to automated drafting tools and process automation. Many of these initiatives were implemented as early as 2016–2017, before the market had fully developed in this area.
These results were only possible because of strong support from leadership. Without the trust and openness of the CEO and management team, such initiatives would not have been feasible.
From courage and curiosity to implementation, there is often just one step: a leap of faith. All you need is to take that step and start using the resources available – within your team, across departments, or externally – and then continuously improve along the way.
At the same time, we need to build stronger technological literacy within legal teams. This can be achieved either through close collaboration with IT departments or by ensuring direct exposure to the market – understanding available tools, trends, and engaging in meaningful dialogue with developers.
This is exactly how we approached things years ago when we built internal solutions. Even small steps in this direction can lead to significant and impactful results.
Today, more than ever, innovation should be a real priority for legal departments. AI is already here, and we should not be asking whether to use it, but how to integrate it effectively. Every small experiment opens the door to larger opportunities.
The role of the GC is to embrace this evolution – remain curious, actively engage with new technologies, and lead the team through this transformation with confidence and vision.
In this context, I see the legal function not just as a user of technology, but as a co-creator of solutions. Legal teams have a unique understanding of complexity, risk, and structure – making them valuable contributors in shaping tools that are not only efficient, but also truly aligned with business realities.
If you could change one perception about the in-house legal profession, what would it be?
There is still a widespread perception that the legal function exists primarily to slow things down. In reality, when positioned correctly, the legal team should be part of the solution, not an obstacle.
The General Counsel role should have its own independence, while working in close coordination with the CEO, the board, and key stakeholders. As a true business partner, the GC not only solves situations but also contributes with perspectives, ideas, and solutions that support growth, efficiency, and long-term strategy.
However, this can only happen when the role is properly recognised within the organisation – not just formally, but through concrete actions and trust. When empowered, the legal function becomes a driver of clarity, balance, and sustainable decision-making.
