Women in Legal Business - Meritxell Roca Ortega

Meritxell Roca Ortega is a partner at Pavia e Ansaldo Studio Legale, where her practice spans corporate work with a focus on strategic legal management in complex, fast-moving contexts. Her professional formation crosses two legal cultures, and that cross-cultural dimension has shaped something specific in her approach: a natural resistance to treating any single model as the only possible answer. Different jurisdictions solve the same problems differently. That comparative perspective, built through practice rather than theory, is one of the more useful things a lawyer can carry.

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

Over the course of my professional trajectory, the role of the lawyer has evolved profoundly. What once centered primarily on technical excellence has become a function that requires strategic judgment, business awareness, and the ability to operate in conditions of constant transformation. The leadership trait that has most enabled me to contribute meaningfully to this evolution is not linked to identity or labels, but to action: the capacity to take responsibility, make decisions, and continuously adjust direction while keeping a clear final objective in mind.

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?

In recent years, the Italian legal market has made tangible progress in broadening access to leadership roles. The most meaningful shift I have observed is not numerical, but cultural. There is a growing recognition that value is generated by diversity of perspectives rather than by uniformity of background or style. This has helped reposition leadership discussions away from representation alone and toward impact, accountability, and results. When the focus moves to performance and contribution, the environment naturally becomes more open and competitive in the best sense of the word.

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

I have never experienced my professional path through the lens of discrimination. That does not imply ignoring differences. Men and women are not identical, and it is reasonable that approaches, sensitivities, and decision-making styles may vary. What matters, however, is not difference itself but how it is translated into effective outcomes. In complex organizations, progress is driven by enthusiasm, discipline, and sustained effort. Errors are inevitable, but they are also opportunities. What distinguishes successful projects from unsuccessful ones is the willingness to recognize mistakes early, correct them, and adapt without losing momentum.

For this reason, I have always advocated for inclusion through structure rather than rhetoric. In high-stakes decision-making environments, the most effective way to broaden participation is to ensure transparent processes, clearly defined criteria, and accountability at every level. When evaluation mechanisms are objective and decision paths are traceable, talent emerges naturally. Equality is not imposed; it is enabled by systems that reward competence, commitment, and strategic thinking.

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 cultural shift still required in the legal sector is therefore straightforward, though not simple: moving definitively from static models to elastic ones. The future belongs to organizations capable of designing flexible paths, adjusting to market conditions, and integrating new perspectives without losing coherence. This requires leadership that is open to correction, comfortable with complexity, and focused on long-term value rather than short-term affirmation.

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 has played a central role in my approach to leadership. Exchange of ideas, internal debate, and cross-functional dialogue strengthen decision-making and reduce blind spots. Within my teams, I promote autonomy paired with responsibility, encouraging professionals to develop their own judgment while remaining aligned with shared objectives. Mentorship, in this sense, is less about instruction and more about creating the conditions in which others can perform at their best.

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

Looking ahead to 2026, leadership in the legal business will increasingly be defined by credibility, adaptability, and strategic clarity. Not by symbolism, but by substance.