Women in Legal Business - Silvia D'Alberti

Silvia D’Alberti is a senior partner at Orsingher Ortu, where she leads antitrust, consumer protection, and regulatory work. Her practice is defined by a particular kind of forward orientation: clients in regulated industries increasingly expect their advisors to anticipate risks before they materialise, not simply respond after the fact. In antitrust and regulatory matters, this means translating complex rules into clear strategic guidance that influences governance and investment decisions long before enforcement ever becomes relevant. The evolution from technical guardian to strategic partner requires credibility at board level and the ability to contribute to broader business decisions, not just legal ones.

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

One leadership trait that has allowed me to “move the needle” is strategic foresight — the ability to connect legal analysis with long-term business implications.

Across the legal sector, clients increasingly expect their advisors to work as strategic partners and anticipate risks, not simply reacting to them. In my practice, particularly in antitrust and regulatory matters, this means translating complex rules into clear strategic guidance that influences governance, investment decisions, and market positioning.

The evolution from technical guardian to strategic partner requires not only expertise, but also credibility at board level and the ability to contribute to broader strategic business approaches of the clients.

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 in the Italian legal market, I have witnessed to a decisive shift towards women's inclusion. It seems to me that law firms have eventually realized that it is not in their interest to lose talented women.  Continuous efforts are made at policy and law firms' level to create a more equal workplace.

In the past year, I have seen a more structured and measurable commitment to gender equality within the Italian legal market.

The discussion is becoming less symbolic and more data-driven: firms and companies are analyzing access to partnership, leadership roles, and decision-making power. There is also greater awareness that diversity enhances institutional credibility, particularly in highly visible or regulated sectors.

The most encouraging sign is that inclusion is increasingly viewed as a strategic priority rather than a reputational initiative.

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

The business case for equality is clear: diverse leadership improves risk assessment, strengthens governance, and enhances decision-making quality.

In high-stakes environments — whether transactional, contentious, or regulatory — the ability to challenge assumptions and incorporate different perspectives reduces blind spots. This is especially evident in areas such as antitrust and compliance, where wrong strategies may have significant financial and reputational consequences.

I advocate for inclusion by supporting transparent promotion criteria, sponsoring talented women for leadership positions, and ensuring that key committees reflect diversity of experience. Equality must be embedded into governance structures, not treated as an isolated policy.

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 cultural shift still required in the legal sector is moving from a presence-based model of success to an impact-based one.

Traditional structures often reward constant visibility and uninterrupted career paths. A truly meritocratic environment must instead evaluate contribution, strategic thinking, and value creation.

If we redefine performance around results and leadership quality, we create space for a broader range of talents and leadership styles — without lowering standards but rather strengthening them.

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?

The legal profession is built on networks — internal and external. Collaboration with other women, both in private practice and in-house, has been instrumental in my career path and in shaping my approach to leadership.

Exchanging perspectives on strategies, client management, and institutional dynamics creates a multiplier effect. It fosters confidence and clarity.

Within my team – consisting mainly of female colleagues - I focus on sponsorship as much as mentorship: creating opportunities for visibility, encouraging younger professionals to take responsibility in complex matters — including authority-facing work in regulatory contexts — and supporting their long-term positioning in the market.

Leadership development requires deliberate investment, and I strongly believe that successful women at the top of their organizations have the special duty not only to serve as  role models but also to nurture and promote talented women.

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

There are still some issues that women working in the legal profession must face: unconscious bias, that needs a cultural change, and poor work flexibility, essential to promote a better work-life balance. Legislation and firm policies can work to change cultural habits that negatively affect women, but they cannot quickly undo long-term and deeply embedded unconscious bias. Cultural change is difficult and slow to implement.

I would advise women entering the legal profession today to devote their professional life to any topic that is their passion. To be creative and work with enthusiasm and discipline, always be listening, promoting themselves and be ready to speak up and question the status quo.