Andrea Mandelli (Corcym): “A general counsel is not just a legal advisor, but a strategic partner to the business”

Leaders League: Tell us about the academic and professional path that led you to the role of general counsel at Corcym.

Andrea Mandelli: After earning my law degree, I decided to specialize in civil law and intellectual property law (trademarks, patents, trade-secrets and new technology). I began my career at a number of medium and large-sized law firms, gaining experience in intellectual property and international contracts before moving into the corporate world. My experience spans various industrial sectors, but I currently have an increasing focus on the healthcare industry. Thanks to the experience gained as a lawyer at leading law firms (most recently at EY), I got the opportunity to join Corcym – a young company with a strong industrial legacy. I was immediately drawn to the project. The challenge of helping to build and strengthen the legal division in such an innovative yet highly regulated sector like medical devices and technology was a major motivation for making the transition from private practice to an in-house role.

What exactly is your role at Corcym, and you believe it has a strategic impact in defining corporate goals?
My main responsibilities include contract drafting and negotiation (including complex international agreements, distribution and supply contracts), group corporate governance, compliance and risk management – particularly important in a highly regulated sector featuring intricate relationships with the key stakeholders, such as hospitals and physicians. I also oversee data-privacy and ethics & integrity programs, aimed at fostering a company culture based on compliance.

I also support M&A activities (which have involved Corcym as an active party on several occasions in recent years) and provide strategic legal advice. I work closely with the R&D team on managing and protecting the group’s intellectual property and patent portfolio.

In short, my role is to provide both strategic and operational legal support to ensure that Corcym operates within a framework of compliance, minimizing legal risks and enabling the company’s growth on a global scale.

A general counsel is not just a legal advisor, but a strategic partner to the business. Thanks to their comprehensive view of the company’s operations and ability to anticipate risks, in-house lawyers can actively contribute to shaping business strategies and achieving long-term goals.

What particular challenges exist in a role like yours in the healthcare sector?The healthcare sector is unique due to its regulatory complexity and the direct impact our activities have on people’s lives. As general counsel, I must ensure that every aspect of our work complies with both local and international regulations, while also meeting the highest ethical standards.

Moreover, we operate in a highly competitive environment – particularly in technologically advanced and mature markets – where innovation plays a key role. This requires careful legal planning to support business initiatives without compromising compliance or the company’s reputation.

“For an in-house lawyer, understanding the business is actually a ‘hard’ skill and should not be underestimated. This is what makes the difference between a legal advisor and a legal manager”

Certainly, one of the main challenges I’ve faced was managing the post-spin-off transition from a large publicly listed multinational group, both in terms of legal processes and mindset. Additionally, adapting the internal legal structure to reflect our strong presence in the EU, Canada, the US and Asia has been – and continues to be – a significant challenge, not to mention keeping up with ever-evolving regulations, particularly in Europe, where lawmakers tend to be quite creative.

What trends have you observed in your sector over the past couple of years?Among the main trends, I would highlight the increasing digitalization of medical services and products. In Corcym’s case, digitalization is primarily focused on the production process and on how we approach and support our clients. Additionally, sustainability has become a key priority, influencing manufacturing processes, supplier selection and many of the day-to-day decisions made by our employees.

What advice would you give to someone who wants to pursue a career in this field?
I would recommend starting by building a solid legal foundation, but also working on developing transversal skills (soft skills), such as relationship and priority management – skills that are refined through experience.

For an in-house lawyer, understanding the business is actually a ‘hard’ skill and should not be underestimated. This is what makes the difference between a legal advisor and a legal manager.