Client Conversation: Navigating Culture & Context While Cultivating Relationships

In industries defined by pace, precision, and maintaining an elevated brand presence, the quality of our relationships often determines how effectively legal strategy can be executed. Intellectual property partner and ML Women Steering Committee Chair Rachelle Dubow and investment management partner and ML Women Steering Committee Deputy Chair Christine Lombardo recently spoke with Gina Fornario, Chief of Litigation and Employment for North America at LVMH, on how relationships are built and sustained in the luxury goods sector, where shifting cultural context and urgency require quick-thinking and foresight.

The discussion centered on how collaboration—grounded in an understanding of client priorities, internal dynamics, and market pressures—shapes day-to-day interactions along with longer-term professional and personal success.

Gina Fornario is an accomplished legal and business executive with nearly 20 years of legal experience, with a focus on high-stakes litigation, employment law, compliance, and supporting key strategic business initiatives.

Below are excerpts from their conversation:

Can you share an overview of your role and what it entails?

Gina: I have one of the most dynamic roles at LVMH, sitting at the intersection of workplace culture and business strategy. No two days are the same. My team handles a wide range of matters—from employment advice and counsel to all different types of litigation—across the Maisons, or individual brands, within the LVMH group. We’re a high-performing group, and the work comes to us quickly and constantly, which keeps things challenging and engaging.

How would you describe your leadership style, and how has it driven results?

Gina: I’m a high-energy, action-oriented leader, though I’m always learning when to downshift. I prioritize three things: transparency, directness, and understanding. I explain the “why” so everyone can see how their work fits into the bigger picture. I believe in clear communication; no one should leave confused about the goal. I also remain open to different working styles, recognizing that people bring different strengths and approaches.

One simple but powerful tool I emphasize is recapping. After meetings, send a brief summary of what was discussed, what was agreed upon, and next steps. It ensures alignment and avoids confusion. If it’s not in writing, people may leave with different understandings. Recapping also allows you to confirm alignment and direction.

Christine: That really resonates. Whether in-house or in private practice, adapting your message to your audience is critical—there’s a time for detailed analysis and a time for concise guidance that is ready to be shared with the business.

What qualities are essential for success as an in-house lawyer, particularly in the luxury retail space?

Gina: Success requires a shift in communication. You have to be concise—lead with the headline and focus on a few key points. Business stakeholders don’t want lengthy legal analysis; they want clear, actionable guidance.

In the luxury space, understanding the industry is equally important. You need to know your audience, your benchmarks, and the broader landscape. The legal issues may be similar across industries, but the context and expectations can differ significantly.

Rachelle: I can see how industry benchmarking would be so important for in-house counsel to gain perspective beyond your own business. Where we can be invaluable to you is by understanding how others in the industry are addressing the same types of issues.

What advice would you give to develop new business?

Gina: Focus on showing, not telling. Demonstrate value by sharing insights—how you’ve handled similar matters, strategies that have worked, or competitive intelligence. That’s what resonates with clients.

And do excellent work. Be responsive, know your cases, and build a strong reputation. Over time, that reputation speaks for itself.

What have you learned about building strong cross-border relationships within a global organization?

Gina: Building global relationships often requires more in-person interaction. Taking the time to meet, understand different systems, and exchange perspectives makes a meaningful difference in how effectively you collaborate.

How do you approach balance in such a demanding role?

Gina: It starts with redefining what “balance” means. For me, it’s about feeling fulfilled—doing meaningful work, being present with my family, and contributing positively each day. It’s not about perfect time allocation, but about creating more good days than not and giving yourself grace along the way.

Rachelle: Priorities can shift from day to day. And frankly, sometimes within a day, they can shift from minute to minute. Give yourself grace as you tackle each new challenge a day can throw your way.

ML Women’s Client Conversation Series features insights from distinguished women on a variety of topics focused on highlighting women in the workplace. Learn more about ML Women.