Women in Legal Business - Clarissa Galli

Clarissa Galli is an associate partner at Pirola Pennuto Zei e Associati, a multi-disciplinary firm where corporate and M&A work sits alongside tax, legal, and advisory services. That integration shapes how she practices. Transactions at Pirola are rarely purely legal questions. They are also tax questions, governance questions, and strategic questions simultaneously, and the lawyer who adds the most value is the one who can hold that full picture. Her account of the client relationship reflects that complexity: clients are not looking for legal answers in isolation but for a partner who understands the full structure of what they are trying to achieve.

Looking at your career path, what unique leadership trait has been most instrumental in allowing you to "move the needle" within your organization?

If I look through my career path, I realize that the trait that actually "moves the needle" does not exclusively rely on your knowledge or your expertise, but on the ability you have in shaping meaningful connections with people. In this regard, I believe that the most effective leadership quality in my journey has been the ability to build and reinforce high-trust relationships, both within my team and with clients.

From an internal perspective, I strongly believe that driving meaningful impact within an organization is never a solo effort: indeed, it requires a constant integration of different expertise. For such reason I believe that leadership starts with a deep respect for my colleagues.

By fostering an environment where every professional feels valued and heard, you unlock a level of collaborative synergy that technical expertise or brilliance alone cannot achieve.  In fact, the stronger sense of trust is spread within the team, the more people are encouraged to respond in a proactive manner, to challenge each other’s ideas constructively and, ultimately, to deliver enhanced services to our clients.

From clients’ standpoint, what I have experienced is that they are not merely seeking legal advice from a lawyer, but they are looking for a partner who truly understands their issues, empathizes with them and aligns with their vision. By building strong and trust-based relationships, I’ve been able to develop new business opportunities. Having said that, I can confirm that by cultivating solid relationships with our clients, I have been able to create and expand new business opportunities.

Indeed, whether clients trust your judgment and integrity, the legal advice you give ceases to be perceived as a constraint and instead becomes a strategic roadmap. Such a relationship changes the client’s perspective and allows lawyers to stand next to clients not as mere legal advisors, but as trusted partner in supporting them in their business growth.

In other words, I believe that technical excellence can be deemed as the "entry fee" in our profession, but to truly drive the change and to significantly impact an organization, you must lead with empathy and consistency.

This becomes even more relevant in recent days, as the world is undergoing a time of rapid digital transformation and, in this framework, human qualities, such as respect, integrity, and meaningful personal connection shall be deemed as the most powerful assets of a leader.  Such qualities are able to elevate a simple legal service into a strategic partnership.

Reflecting on the past year, what is the most significant positive change you have observed regarding gender equality and female representation within the upper echelons of the Italian legal market?

Thinking over the past year, I have to say that the most significant positive change regarding gender equality and female representation in the Italian legal market I have observed is an increased awareness as well as institutional recognition of such matter, specifically in connection with governance standards.

That said, in my view, the Italian legal market is still progressing rather slowly in this respect, especially if compared with other counties in the international landscape. It is a matter of fact, indeed, that many leading firms still retain a highly traditional structure, within which founding and senior partners – predominantly male – maintain the key governance roles.

Over the past year, one of the most meaningful advancements in gender equality and female representation within the Italian legal market has been the increased awareness and formal acknowledgment of the issue, especially in connection with governance practices.

On a more encouraging note, there is a strong and well-balanced presence of women at junior levels across most major firms and, furthermore, we are starting to witness a gradual yet steady increase in female representation within partnership ranks. This trend has been partially driven by wider social and clients’ expectations, as well as the increasing relevance of gender equality in the framework of ESG criteria and corporate governance best practices. Indeed clients – especially international ones – are used to place greater attention on diversity parameters and this is consequently influencing law firm policies and careers pathways.

While the conversation around gender equality is now firmly on the agenda, yet the path toward achieving full equality in partnership and governance roles still remains a long. Hopefully, in the coming years, we will witness a more tangible shift, with a growing number of women not only reaching partnership but also assuming strategic leadership and governance positions within Italian firms.

How do you personally advocate for the inclusion of more women in high-stakes decision-making?

To advocate for the inclusion of an increased number of women in high-level decision-making, I believe that in the first the selection process itself shall be renovated. This entails adopting a new approach that grants priority to measurable merit, demonstrated leadership skills, strategic vision and performance over seniority, legacy status or continuity within the firm. Transparent criteria, structured evaluation processes and objective performance markers can facilitate the appointment of the most qualified candidates, regardless of gender.

It must be stressed that this is not about preferential treatment or symbolic representation but is rather about widening the lens through which excellence is identified. The adoption of a selection mechanisms that is truly meritocratic and not linked to entrenched power structures, allows talented women – who are already well represented at junior and mid-level positions – to naturally gain larger access to top decision-making roles.

Finally, improving diversity in leadership is less about adding isolated seats at the table and more about modernizing governance culture. By shifting from tradition-based continuity to merit-based renewal, institutions can unlock a broader pool of talent and make more balanced, resilient, and forward-thinking decisions.

In a sector historically rooted in traditional structures, what is the single most important cultural shift still required to ensure that the Italian legal business becomes a truly meritocratic environment for the next generation of women?

As previously mentioned, I believe that the most urgent cultural shift – which is the essential pre-condition to ensure concrete gender equality – shall be represented by replacing advancement driven by age and connections with a merit-based advancement system.

Indeed, the Italian legal market still remains deeply rooted to traditional partnership structures, where advancement is often influenced by seniority, internal alliances, and historical continuity within the firm. Governance and leadership roles tend to reflect legacy dynamics rather than a transparent and forward-looking assessment of competencies. Therefore, this cultural framework, more than any formal barrier, slows down the creation of a truly meritocratic environment.

For the next generation of women, the decisive shift must involve adopting objectives, measurable, and transparent criteria for evaluation and promotion. In this perspective, greater emphasis shall be placed on leadership potential, client development capability, strategic vision, and team management skills rather than on seniority or proximity to existing power structures. When decision-making processes become structured and accountable, unconscious bias and informal gatekeeping mechanisms naturally lose influence.

Ultimately, the real transformation lies in shifting from a culture of continuity to a culture of renewal.

Success is rarely a solo journey. How has collaboration with other women (in-house or external) influenced your approach to business, and how are you paying that forward within your team?

Success is rarely a journey to be taken alone and I strongly believe that cooperation and the ability to build solid professional relationships are fundamental to long-term success, even though this is not easy in a sector traditionally characterized by a very high level of competitiveness. Indeed, the legal market often rewards individual performance and visibility, which can unintentionally discourage open cooperation.

In my experience, collaborating alongside other women has had a significant impact on my views and perspectives, influencing my approach to professional challenges. In fact, I have often observed that smart and successful women usually tend to be more demanding, both toward themselves and toward others, setting higher standards and expecting good results in every task. They have a high level of rigor, preparation, and self-discipline. Those traits can make professional interactions more challenging at the beginning, because standards are high and trust is not easily granted.

As I have experience in my career, it can take longer to gain the trust of accomplished women, since it is built through consistency, competence, and reliability over time. However, once such trust is earned, the relationship is usually extremely strong based on mutual respect, transparency, and shared expectations, therefore shaping solid, long-term professional alliances and not superficial connections.

Within my team, I try to pay this forward by fostering a culture where collaboration is intentional, not accidental. I encourage high standards and constructive challenges, but also mutual support rather than internal competition. I promote open dialogue, shared credit for successes, and mentorship opportunities, especially for younger women. In a competitive environment, choosing collaboration is a strategic decision and, in my view, one of the most powerful drivers of sustainable success.

One "hard truth" or piece of advice for young women entering the legal profession today?

Technical excellence is the entry ticket, not the differentiator.

Many young women entering the legal profession believe that excellent work will naturally speak for itself. While technical excellence is non-negotiable, it is often not sufficient on its own. In competitive and traditionally structured environments, those who advance are not only capable, but they are also visible, vocal and strategically positioned.

My advice is to master your expertise, but also learn to show your value, build relationships, and seek exposure. Do not wait to be “perfect” before stepping forward. Confidence is built through action, not before it.