Women in Legal Business - Flavia Volpi

Flavia Volpi leads legal and corporate affairs at Cimbali Group, one of Italy’s most internationally recognised names in professional coffee equipment. At 32, she walked away from a trajectory toward an international law firm, through a secondment she had not initially wanted, and discovered that in-house work was where her thinking actually operated best. The lesson she draws from that moment is not sentimental. Clarity about what you want, she argues, often comes from movement rather than reflection, and the willingness to change direction is a professional capability, not a personal concession.

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

It has not been a single leadership trait, but a combination of elements — first and foremost, genuine passion for what I do. I truly enjoy my work and believe that caring about the company you work for changes the way you approach the legal function.

When you like what you do, you naturally develop a 360-degree understanding of the business. You move beyond being a partner who simply answers questions and become someone who anticipates needs, understands the underlying objectives, and helps guide decisions in the company’s best interest (or at least try to).

For me, leadership means evolving from providing legal answers to offering direction — take responsibility, stand behind decisions, and put your name and credibility on the line when it matters.

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?

Over the past year, I have observed a stronger recognition of in-house female leaders as strategic decision-makers rather than technical support functions.

There is also a noticeable shift in language: greater attention is being paid — both legally and culturally — to gender equality and representation. This matters, because language shapes expectations, accountability, and ultimately behaviour.

At the same time, there is increasing visibility of women in governance roles, committees, and transformation projects. The shift is subtle but meaningful: influence is becoming more structural, not occasional.

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

I advocate for inclusion starting from my own sphere of influence — particularly in the roles, responsibilities, and opportunities I help shape.

I pay close attention to gender balance when contributing to appointments and governance structures. For example, in our Supervisory Body, two out of three members are women, and the Chair is a woman. These choices send a clear signal that representation is a governance priority, not a symbolic gesture.

More broadly, companies themselves increasingly attentive to these topics, and I am observing a steady growth in female representation in leadership and managerial roles. This momentum matters because inclusion becomes sustainable only when it is embedded in everyday 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?

The most important shift is moving from measuring presence to recognising impact.

Too often women are still evaluated on visibility, availability, or style rather than on the substance of their contribution. A truly meritocratic environment requires trust — trust that different leadership styles are equally effective, and that authority does not need to look a certain way.

It also requires normalising ambition. Women should not feel the need to justify wanting responsibility, influence, or decision-making roles.

For the next generation, the message must be clear: believe that it is possible, even when the path is not linear — and do not give up too early. Many turning points in a career happen right after the moment when you feel it would be easier to step back.

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?

Collaboration with other women has reinforced one principle that is central to both my professional and personal life: transparency.

The most meaningful professional relationships I have experienced are built on honest conversations — sharing not only successes, but also doubts, challenges, and mistakes. That level of openness creates trust, and trust accelerates growth.

It has influenced the way I lead my team. I try to be clear about expectations, decisions, and reasoning, because transparency helps people feel involved rather than evaluated. It creates accountability, but also psychological safety.

Mentorship, for me, is not about positioning yourself as someone who has all the answers. It is about creating an environment where questions are welcome, feedback is direct, and people feel safe to try.

When transparency is present, collaboration becomes natural — and growth becomes collective rather than individual.

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

Do not be afraid to change direction.
At 32, I made a decision that felt risky at the time: I completely changed the type of career I had always imagined for myself. I had built my path to become a lawyer in an international law firm — that was the plan for years.

Then, almost by accident, during a secondment I did not even want to do, I discovered something different. I realised I wanted to work in-house.

At 32, I left what I thought was “the right path” and started over. It was the right decision.

The hard truth is that clarity often comes after movement, not before. You do not always discover what you want by planning — sometimes you discover it by trying. Careers are not linear.

Work hard and study hard when you are young — the foundation you build will support every future choice.

So, my advice is simple: do not be afraid to change your mind, your path, or your definition of success. The courage to pivot is often what creates the most meaningful growth.

Believe that you can do it — and do not give up too early.