Vesna Paunkoska Dodevska, Legal Director at Pivara Skopje AD, discusses her professional journey, her philosophy on building and retaining strong in-house teams, the decision-making process for hiring outside counsel, and regulatory challenges and opportunities in the FMCG sector in the region.
CEEIHM: You spent more than a decade in charge of corporate and legal affairs in the insurance sector before moving into FMCG with Pivara Skopje. What motivated that shift, and how did you adapt your legal and leadership approach to succeed in such a different industry?
Paunkoska Dodevska: Yes, it’s true — my career journey has taken me through a variety of roles across both the public and private sectors. Before joining the senior leadership team at Pivara Skopje, I spent over thirteen years in the insurance industry, serving as part of the management team at one of the country’s largest insurance companies, which was also a member of the leading insurance group in the Adria region.
Pivara Skopje, as a dynamic company in the fast-moving consumer goods (FMCG) sector, represented a new and exciting challenge. My curiosity, drive for continuous learning, and interest in exploring new professional worlds also influenced my decision to change jobs.
Engagement in various career roles within the different sectors has enabled me to gain substantial experience and expertise in the legal field while further developing my leadership skills. Over the years, I have been responsible for legal and corporate affairs and that has meant being involved in all legal aspects of business, related in the broadest sense of the word to business and corporate law. This exposure has provided me with significant insight into corporate values, organizational culture, and business operations. As a result, I have been well-positioned to align effectively with prevailing legal and leadership practices without the need for excessive adaptation.
However, one of the changes I have implemented in my legal and leadership approach is the pace of decision-making processes. Within the FMCG sector, where rapid decision-making is crucial for achieving positive outcomes, this shift has been essential since my transition into the industry.
CEEIHM: In your role as Legal Director at Pivara Skopje, what does a typical day look like for you, and how do those day-to-day responsibilities connect with the larger strategic goals you’re working toward for the company?
Paunkoska Dodevska: The day at Pivara Skopje’s Legal Department begins with a brief meeting with the legal team to plan activities and set priorities. Subsequent meetings may include sessions with other colleagues of the leadership team or discussions with commercial or marketing colleagues, depending on whether negotiations are taking place, contracts are being discussed with customers, or marketing strategies are in progress. Throughout the workday, tasks include drafting or reviewing legal documents such as contracts and/or preparing analyses of new legislation and its potential effects on company operations. Of course, the lunch break is part of a daily routine, and it’s typically taken in the company canteen alongside colleagues, providing an opportunity for interaction and giving energy for the rest of the day.
At Pivara Skopje, the Legal Department plays a vital role in ensuring that business operations align with both the company’s strategic goals and the ever-evolving regulatory landscape. It is therefore crucial for professionals in this role to possess a comprehensive understanding of the broader corporate landscape while guiding the organization toward aligned and compliant operations.
CEEIHM: What’s your philosophy on building and retaining strong in-house legal teams?
Paunkoska Dodevska: A strong in-house legal team is built on more than just legal expertise. At Pivara Skopje, we look for professionals who not only understand local laws and procedures but also bring a broad perspective and a pragmatic approach to their work.
When building a team, we focus on individuals who are curious, business-minded, and capable of seeing issues from multiple angles — in other words, those with strong “design thinking” skills. This mindset helps legal professionals better understand the needs of the business and offer solutions that are both compliant and practical.
When leading a team with these qualities, such as a strong in-house legal group, it is essential to retain, nurture, and continuously enhance its capabilities. It is important to consider both the collective needs of the team and the individual goals and aspirations of each member by providing opportunities and conditions conducive to their professional growth and advancement. Achieving ongoing improvement—where the team and its members become more skilled and effective each day—is a primary measure of success. Witnessing this continuous development among my team members is deeply rewarding and reflects our shared commitment to excellence.
CEEIHM: When it comes to engaging outside counsel, what criteria do you use to decide which firm or advisor to work with?
Paunkoska Dodevska: When selecting external legal counsel, the primary consideration should be the quality of their services and the experience in dealing with as well as understating our industry specifics. Given that legal advice frequently plays a pivotal role in business decisions, well-reasoned and high-quality guidance or analysis is essential in the evaluation process. It is also important to ensure that the counsel’s areas of expertise align with our specific requirements. Finally, the timeliness of service delivery is critical; particularly in the FMCG sector, where prompt responses are imperative.
CEEIHM: What do you anticipate will be the next major regulatory challenge facing FMCG companies in North Macedonia and the broader region?
Paunkoska Dodevska: Currently, there is a high degree of unpredictability in the regulatory environment, leading to frequent changes. FMCG companies in North Macedonia and the broader region may face upcoming regulatory challenges related to product pricing, margins, or trader rebates, potentially influenced by inflationary pressures. Additionally, regulatory developments associated with digitalization and artificial intelligence, particularly regarding cyber security and data privacy, are also expected to be significant considerations.
CEEIHM: What do you see as the biggest legal or compliance opportunities for FMCG companies over the next few years?
Paunkoska Dodevska: Our corporate culture is rooted in transforming challenges into opportunities. Accordingly, I believe that significant regulatory developments represent considerable legal and compliance opportunities for the FMCG sector.
Looking ahead, the most prominent opportunities for FMCG companies will likely arise from evolving ESG regulations, particularly in relation to the redesign of sustainable packaging and the implementation of deposit return systems (DRS). These initiatives are expected to closely align with our company’s sustainability agenda and environmental commitments.
CEEIHM: How do you think the role of the legal director will evolve over the next five years?
Paunkoska Dodevska: Digitalization and AI will definitely reshape the role of the legal director over the next years. As a result, understanding data, data analytics, digitalization, and AI literacy will become as significant as knowing the law.
Managing organizational culture and mindset shifts will play a key role in supporting transformation initiatives across companies, making change management skills important for legal directors.
Additionally, developing design thinking abilities is likely to be a priority for this position, along with strategic business acumen to inform decision-making, business partnering, and relationship-building skills to influence within the organization and company culture.
A broader perspective and strategic focus will remain essential elements of the legal director’s role going forward.
CEEIHM: Is there a particular tool, system, or resource that you rely on every day in your role as a legal expert or leader? Something you truly can’t do without.
Paunkoska Dodevska: Certainly, there are three essential tools that I rely on: (1) the Official Gazette of Republic of North Macedonia application; (2) a comprehensive and professional local legal tool, which serves as an electronic database of national regulations, judgments, and their translations; and (3) an internal group knowledge management system for sharing best practices within the Group.