Laura Rudnyanszky, Offerings Counsel Manager at Accenture in Romania, reflects on her experiences on leading legal teams in a complex global environment.
What has been the most defining moment of your career as an in-house lawyer so far?
One of the most defining moments of my career was transitioning from a local classic GC role to leading and coordinating a global legal team. Moving from a jurisdiction-focused perspective to a multi-regional, highly regulated environment fundamentally changed how I think about legal leadership.
Aligning different regulatory frameworks, cultural approaches, and risk tolerances under a shared vision required more than technical expertise – it required trust-building, active listening, and clarity of purpose. I had to evolve from being primarily a legal advisor to becoming a connector and strategic facilitator, translating complex regulatory requirements into practical, business-oriented solutions across borders.
That transition shaped my leadership philosophy: adaptability is essential, alignment is powerful, and legal impact is strongest when it is embedded in business strategy rather than positioned at its edge.
In what ways do you see the role of the GC changing over the next 5–10 years?
The GC role will continue evolving in response to regulatory acceleration, digital transformation, and growing societal expectations. In Europe especially, where regulatory landscapes are dynamic and layered, the GC must act not only as a guardian of compliance but as a forward-looking strategic advisor.
Over the next decade, I see three major shifts:
From reactive risk management to predictive risk intelligence – using data, AI, and analytics to anticipate rather than simply respond to regulatory developments.
From isolated legal function to integrated business partner – embedding legal insight directly into commercial decision-making and innovation cycles.
From control-focused mindset to value-driven leadership – enabling growth responsibly while maintaining trust with regulators, clients, and stakeholders. Technology, particularly AI, will not replace judgment – but it will enhance speed, insight, and scalability. The GC of the future will combine legal depth with technological fluency, business acumen, and cultural awareness. In essence, the role becomes less about gatekeeping and more about shaping sustainable growth.
How do you foster innovation and agility within your legal team?
Innovation begins with curiosity – and with creating psychological safety to experiment. I encourage my team to test new approaches, explore emerging technologies, and challenge established processes. There is no perfect recipe for innovation; often, momentum and opportunity arise together, and we must be prepared to act.
In a global regulatory environment, agility depends on three pillars:
– Clear and transparent communication;
– Cross-functional and cross-regional collaboration;
– Continuous learning and adaptability.
We actively embrace AI and digital tools to improve efficiency and free up time for higher-value strategic work. But tools alone are not enough – mindset matters. A “can-do” attitude, openness to change, and willingness to rethink assumptions are what truly make a legal team agile.
If you could change one perception about the in-house legal profession, what would it be?
I would like to move beyond the perception of in-house lawyers as primarily “gatekeepers.” While risk management is a core responsibility, our contribution is far broader and more strategic.
In-house lawyers are uniquely positioned at the intersection of regulation, business ambition, and stakeholder expectations. We translate complexity into clarity, risk into structured opportunity, and compliance into sustainable competitive advantage. When legal is embedded early in strategic conversations, it strengthens decision-making and shapes long-term direction.
Changing this perception is important – because when legal is viewed as a growth partner rather than a control function, it transforms not only how others see us, but how effectively we can influence outcomes and corporate culture.
