By Carolina Zang. Lawyer, Partner at Zang, Bergel & Viñes Abogados

With more than 30 years of experience, she specialises in corporate legal advisory with a focus on finance, capital markets, debt restructuring, investment funds, private equity, venture capital, M&A, real estate and corporate governance. Carolina Zang is one of the most recognised voices in financial and corporate law in the region, combining technical excellence with a strategic perspective that has positioned her as a reference in finance, capital markets and corporate governance. Beyond her legal expertise, she is also distinguished by her commitment to diversity, inclusion and pro bono work.

One of the most significant challenges of my professional life has been supporting the transformation of a law firm with a strong family legacy into a more institutional structure—without losing what makes it valuable and distinctive.

These firms bring identity, history and continuity. They also rely on informal dynamics and generational ways of making decisions. The challenge is not to replace that model, but to make it sustainable.

This requires rethinking processes, dynamics, strategies and execution. It means moving from intuition to a management model, and from individual protagonism to shared responsibility.

Change in these environments impacts identity and relationships, and requires judgment, timing and consistency.

What matters most is direction, more than speed—allowing the firm to evolve without forcing disruption.

This story takes place in Argentina, within a context that is rarely stable and often unpredictable. Building and sustaining an institution over time in such an environment requires constant adaptation, resilience and the ability to operate without having all the answers.

Looking back, success was not defined by a visible transformation, but by continuity: ensuring that the firm did not stop, fragment or become irrelevant. Reaching 50 years as an active and competitive organisation is, in itself, meaningful. This is not the result of individual effort. It depends on partners and teams willing to challenge existing models and build together.

For me, this experience reinforced a simple view of leadership: it is about driving change and creating the conditions for it to happen.

The goal was always clear: to move forward without losing identity and without depending on a single individual.

My thanks to the colleagues, clients and friends of the firm who join us in celebrating this milestone, and to those who continue to engage with generosity and support.