In a fast-moving, innovation-led environment, legal must do more than identify risk. Thomas Bolkart, Head of Legal Affairs at Automobili Pininfarina in Germany, explains why actionable, commercially grounded advice is now essential.
What has been the most defining moment of your career as an in-house lawyer so far?
The most defining moment in my career was stepping into my current role as ‘Head of Legal Affairs’ in an innovation-driven automotive environment. For this, I had to transition to a strategic business partner for the executive level. Due to our business of selling all-electric luxury hypercars globally, I need to advise our board of directors about any legal risk, while in parallel our commercial and technical engineering teams move fast.
In this particular role, it is rarely just about the complexity of the legal issues to be resolved, but rather the expectation to deliver clarity under pressure. In that environment I learned that legal advice only creates value if it moves the business forward. That required a conscious shift from “issue spotting” to “decision enabling” – which means that every piece of advice needs to be actionable, commercially grounded, and aligned with strategic priorities.
In what ways do you see the role of the GC changing over the next 5–10 years?
The role of a General Counsel is clearly evolving into a core strategic function within the executive team. Firstly, General Counsels will be far more embedded in shaping business strategy, particularly in areas such as market entry, partnerships, and technology deployment. The General Counsel of the future is not the last stop in the process, but an architect of the path forward. Secondly, the scope will broaden significantly, driven by geopolitics, ESG, data governance, and supply chain regulation. This requires a multidisciplinary mindset and the ability to connect legal risk with broader business impact. Thirdly, the function itself will become more operational and tech-enabled. Legal teams will need to scale like the business they support – faster, leaner, and more data-driven. Overall, the General Counsel will increasingly act as a bridge between legal, commercial, and regulatory ecosystems.
What qualities do you believe distinguish truly impactful GCs from good ones?
Impactful General Counsels combine legal excellence with commercial judgment and executive influence. Clarity is critical – a General Counsel’s job is not to explain the law, but to enable decisions. That requires translating complexity into concise, actionable guidance. Judgment is equally important: understanding risk appetite and aligning legal advice accordingly. The goal is not zero risk – it is the right risk. Courage is another defining trait, both in challenging decisions and implementing new processes or tools when and where necessary, but also in supporting calculated risk-taking where appropriate. Finally, leadership distinguishes the best General Counsel. An impactful General Counsel builds a function that empowers the business, not one that becomes a bottleneck.
How do you balance the pressures of your role with personal wellbeing and resilience?
Resilience in this role comes down to prioritisation, structure, and perspective. At an executive level, it is essential to focus on where you add the most value. Not everything that is urgent is important – and not everything important is urgent. Clear delegation and a strong team are critical to maintaining that focus. I also believe that sustainable performance is a discipline, not an accident. Maintaining routines that allow for recovery and mental clarity is essential in a role that is both high-pressure and continuously evolving.
If you could change one perception about the in-house legal profession, what would it be?
I would challenge the perception that in-house legal functions are primarily risk-averse or act as a constraint on the business and are perceived only as a pure cost centre. In my opinion the best legal teams are enablers of progress. Legal should not be seen as the function that says “no”, but the one that shows how to get to “yes” responsibly. Particularly in innovative industries, legal plays a central role in structuring new business models, managing regulatory uncertainty, and building trust with internal and external stakeholders. Ultimately, the value of in-house legal is not measured by the financial costs it causes in the company books, but rather the risks it avoids and the opportunities it enables.
