Women in Legal Business - Paola Sangiovanni

Paola Sangiovanni is a partner at Gitti and Partners, specialising in life sciences, and president of Ally Law, a global network of independent law firms with over 3,000 lawyers across more than 60 countries. Running a network of that scale has given her a perspective that very few practitioners in this report share. She sees how the same questions about leadership, diversity, and the strategic evolution of legal services play out across jurisdictions, firm models, and cultural contexts simultaneously. The patterns that emerge from that vantage point are instructive.

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

I position myself as a partner to my clients, making it as easy as possible to work with me. I offer my competence, my experience of 25+ years in the field, and – more importantly - my dedication and empathy towards their values and goals. I am approachable and available. I articulate risks and offer solutions. This has allowed me to become a proactive contributor to clients’ strategy.

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?

While a lot of ground still needs to be covered, women are starting to be not just represented but also appreciated at the top of the legal market. Our industry is substantially based on merit, but while it is relatively easy to climb the ladder, the glass ceiling is undeniable. Real changes will start to be felt when women will be in leadership positions within clients’ organizations. This may trigger a shift from women representation to substantive influence.

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

I always advocate for inclusion, well knowing the benefits of a diverse workplace, not just in terms of risk management and financial performance, but also to allow each of the resources to express their personality and their different styles of leadership in the workplace. I enjoy mentoring young professionals and encouraging their diverse styles and feel the responsibility of sharing my failures and successes with younger women.

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?

A cultural shift in the Italian society and economy at large would be needed. In a country where more than 50% of women graduate, but a lot less work and even less succeed in reaching positions at the top, there are obvious societal gaps that need to be addressed. The legal world is highly meritocratic but is still modeled around a traditionally male, linear, and availability-based paradigm. Multiple styles of leadership need to be recognized and valued.

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 comes naturally to women (I cringe when there are too many men on a deal!). When women collaborate, silos break, creativity rises, execution becomes sharper and everyone feels part of the project. Personally, I am obsessed with sharing information, ideas, strategies, values, and my team well knows that! Real strength is a collective and collaborative effort. It is hard to work with those who have not yet learned this basic principle.

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

Competence alone is not enough. Young women must learn early to claim visibility, cultivate sorority and allies, and step intentionally into spaces where decisions are made.