Andrei Aggens – Procter & Gamble

When Andrei Aggens describes his work as legal director and assistant general counsel for Procter & Gamble in Brazil, he begins not with regulations, cases, or controls, but with mindset. For him, the legal function inside a company as globally influential as P&G—whose brands reach consumers in more than 180 countries and whose portfolio spans household, beauty, baby care and personal hygiene categories—is not merely a safeguard against risk. It is an active accelerator of business value. That belief shapes every dimension of how he leads.

Andrei Aggens | Procter & Gamble | Legal Director & Assistant General Counsel

“I see myself as an executive who contributes to the growth of the business with my legal expertise, as much as other executives contribute with their financial, marketing or sales experience,” Aggens says.

His view is rare in its simplicity and powerful in its application. He sees compliance not as a boundary but as a competitive advantage: a cultural force that, when truly understood by the organization, supports innovation and equips teams to move faster with confidence. He has worked steadily to ingrain that philosophy across P&G Brazil’s operations, where he leads a small, high-performing team of two lawyers and one paralegal.

That team—lean by design—relies heavily on clarity, capability building, and discipline. Aggens has learned that precision and transparency eliminate the friction that often slows organizations down. Training internal clients in the company’s policies, processes, and expectations is essential, not only to ensure compliance but also to empower people to make decisions decisively.

As he notes, when compliance is enforced in an environment where teams do not deeply understand the rules, unintended stagnation can occur. The natural response to uncertainty is inaction—something he works diligently to prevent.

“When internal teams are well trained and know the rules of the game in detail, they are empowered to explore all possible (and compliant!) approaches for any given business challenge.”

This articulation captures a central theme in Aggens’ leadership: the belief that intelligent, inclusive governance unlocks creativity rather than restricts it.

Translating litigation into insight

Before assuming his broader legal leadership role, Aggens led P&G’s labor litigation area in Brazil, one of the largest and most dynamic labor environments in the world. That experience reshaped his view of where litigation creates value—and where it does not.

He is direct about the difference.

“The value that a litigation team can offer to the business is not in winning cases, but in preventing new ones,” he explains.

Preventing new cases requires understanding the patterns, behaviors, and operational realities that generate disputes in the first place. That is where Aggens has invested intensely, building a litigation data ecosystem that turns anecdotal observations into measurable insights.

Under his direction, the legal team maintains a disciplined case management system that captures consistent, structured data across the litigation portfolio. That data feeds a suite of internal dashboards built on PowerBI—tools customized to P&G’s business needs and robust enough to support real-time analysis.

He describes the system as a living source of knowledge. It identifies themes, risk clusters, exposure patterns, and opportunities for operational improvement. It also improves communication with internal clients, allowing the legal team to translate complex litigation trends into straightforward recommendations.

Just as important, maintaining the system’s discipline accelerates interactions with outside counsel. Information is complete, organized, and accessible—reducing duplication, saving time, and ensuring that every external resource works from the same foundation of knowledge.

For Aggens, technology is not simply a digital tool. It is a cultural one. The drive to digitize litigation processes, especially as he looks toward 2025 and beyond, is a commitment to making legal insights immediate, shareable, and actionable.

He emphasizes that the work is not simply modernization for its own sake. It is about enabling smarter decisions, earlier interventions, and a more resilient business.

Empowering teams, careers & culture

Aggens’ belief in capability building extends beyond data literacy and policy knowledge. It extends to talent development, recruiting, and the long-term stability of his team. With three people reporting to him—and turnover nearly nonexistent—his focus is on cultivating an environment where values alignment leads to longevity.

He credits P&G’s rigorous hiring process for that. Candidates are evaluated not just on skill but on cultural alignment, something that Aggens believes is essential for retention.

He explains that recruitment at P&G can be more challenging because of that selectivity, but the payoff is a team that stays, grows, and deepens its expertise.

“P&G has a robust recruiting process, which ensures that we hire talent whose values are aligned with those of the company,” he says.

That alignment also supports P&G’s well-known “grow from within” philosophy. Aggens is a direct beneficiary. Although he initially joined the company in the finance function, he later transitioned into the legal team, where he has spent the last 14 years.

The shift was not part of a lifelong plan. In fact, Aggens originally envisioned a future in civil engineering. His interest pivoted late in high school, when a short-term legal project sparked curiosity. Even then, he wasn’t fully convinced. He considered changing direction more than once before finding clarity in the corporate environment.

What remained steady, however, was his goal of working for a large company. That focus, paired with P&G’s development culture, shaped a career that blends legal expertise with business fluency and a deeply operational mindset.

P&G, he says, is the perfect place for someone who values entrepreneurial thinking while benefiting from the structure and scale of a global leader.

“Employees are encouraged to approach challenges creatively and to take ownership of new ideas, which creates a dynamic and forward-thinking environment.”

The company’s emphasis on internal growth and long-term career support also aligns with Aggens’ personal goals of financial stability and purposeful professional development.

Weaving professional purpose with personal joy

Aggens’ identity as a leader is inseparable from the life he has built outside the office. He speaks with warmth about his wife, Daniella, a marketer he met at P&G, and their two children: Isabella, just shy of her first birthday, and three-year-old Guilherme. They are, he says, his joy, his motivation, and the center of his world.

He also maintains a hands-on relationship with the physical world. The “frustrated engineer” in him still loves building and fixing things, a hobby that balances the intellectual and digital nature of his work. Sports, exercising, cooking, animals, the outdoors—his interests are varied, always shifting, and always connected to curiosity.

That curiosity is perhaps one of the most telling threads in his story. It explains the data-driven approach he brings to litigation, the mindset shift he champions around compliance, and the entrepreneurial spirit that aligns so well with P&G’s culture.

It also gives shape to his vision for the future. As he looks toward 2025, his primary priority is increasing the digitization and analytical strength of the litigation team—embedding modern data analysis into workflows to create deeper value for the business. Streamlining processes, anticipating risks, and improving stakeholder interactions all fit into that strategy.

But just as much, it is about making the legal function not only a guardian of the company’s interests but a catalyst for its ambition.

Aggens understands that for a company of P&G’s scale—home to some of the world’s most recognizable brands and an employer of tens of thousands of people worldwide—compliance, transparency, and business partnership are not abstract ideals. They are operational necessities.

His leadership reflects that reality: measured, disciplined, insightful, and grounded in the belief that when people understand the rules, they gain the freedom to innovate.