An interview with Sophia Michelaki, Chief Legal and Governance Counsel at Desfa in Greece.
What has been the most defining moment of your career as an in-house lawyer so far?
There are several defining moments during my career as in-house lawyer, linked with the achievement of important goals, such as the spin-off of the Gas supply company and the establishment of its 100% subsidiary, the Gas Transmission System Operator in Greece. The spin-off – handled by a small legal team under my guidance – was achieved within the deadlines set by the national and European Legal framework in 2007, and I was honoured to move to the newly established company and being assigned with the role of the GC of its legal team. This legal team started to work with two – three lawyers, all in one room, to grow and become, over the course of the years, a highly esteemed team, efficiently operating in the Greek market and internationally. We are proud of this achievement!
In what ways do you see the role of the GC changing over the next 5–10 years?
Over the course of a long career, I have seen the role of General Counsel shift dramatically from being a guardian of legal compliance to a strategic partner shaping corporate direction. We now focus on strategic foresight – anticipating regulatory and societal shifts to ensure our advice is timely and relevant.
Crucially, we are no longer distant; we are part of the decision-making process by making an assessment of the risk ourselves and connecting the dots, rather than just stating ‘on one hand, on the other hand’. We have become a central function providing clarity, certainty, and strategic direction, especially during crises.
How do you foster innovation and agility within your legal team?
Innovation is always a big challenge. What makes the role attractive, in my opinion, and helps the innovative thinking, are the chances and opportunities to grow by educating and setting the rules and bringing value into the business environment : building bridges in complexity, reconciling diverse legal systems and conflicting interests – whether negotiating and renewing agreements with international partners, or supporting cross-border projects. By putting in the forefront and developing not only technical mastery but the interpersonal skills to balance different priorities. By understanding our role better, by translating technical and legal complexity into workable agreements that respect national priorities, environmental obligations, and regulatory framework.
What qualities do you believe distinguish truly impactful GCs from good ones?
A good legal counsel must have experience from the open market, which helps us better understand the strategy and the resources needed to achieve a goal.
In order for a GC to be good, he/she needs to be part of the journey, not just an observer. It’s about empowering the organisation and seeing legal foresight translate into strategic, tangible achievements.
In each case, a GC should not try to simply manage risk but to actively help shape the path forward. That sense of guiding the company through complexity, while safeguarding its long-term credibility and success, is what makes the role most meaningful.
How do you balance the pressures of your role with personal wellbeing and resilience?
This is the hardest part of the role. But the achievement of strategic goals and the recognition by the organisation of our influence and efficiency is a reward actively contributing to our well-being and resilience. Balancing our personal welfare with the pressure received will always be a challenge, which with time we learn to manage as well as possible. There is no black or white there.
If you could change one perception about the in-house legal profession, what would it be?
GCs are not simple observers of the business of every organisation, distantly providing their advice, letting others take decisions alone. Despite what was believed over the years, GCs are growing to be part of the strategic decisions of the company, using complex skills and not only technical mastery, and be assigned an important role in the decision making process, guiding the company through complexity, with safety, while safeguarding its long-term credibility and success.
