Team size: 16

How do you approach managing legal aspects during periods of instability or crises, and how does your legal strategy align with the broader business strategy to ensure the organisation’s resilience?

During the pandemic—a situation that, until then, seemed confined to law school textbooks—Cielo’s legal department had to adopt a completely different posture. The impact on existing contracts with clients, suppliers, and partners was profound. Our role shifted from being primarily litigious to becoming fundamentally advisory, with a focus on preserving relationships and avoiding disputes through direct negotiations, active listening, and solutions that aligned the interests of all parties involved.

In extraordinary scenarios, the role of the legal team demands speed, precision, deep business knowledge, and proactivity. We acted decisively in collections, emergency measures, and preventive guidance. Faced with a legal system that still tends to encourage litigation, we invested in a consultative approach, working closely with business units and creating KPIs to guide internal teams—directly contributing to a reduction in litigation.

Additionally, we established a Legal Operations unit focused on analytics, implemented the Projuris legal system, and began using artificial intelligence and legal design in our legal filings. We also strengthened our partnerships with external law firms by introducing performance-based incentives—encouraging improvements such as higher rates of case dismissals and better-quality settlements. This synergy between the legal department and business strategy has been essential to the company’s organisational resilience.

What are the major cases or transactions you have been involved in recently?

I have actively participated in relevant regulatory discussions in the payments sector, such as the public consultation on Central Bank of Brazil (BCB) 104/24 on the revision of the standard dealing with the revision of the risk model for payment arrangements, restructuring of operations involving card issuers that did not transfer the amounts owed to Cielo along with the flag, as well as critical demands related to the System of Registration of Receivables (SRR).

My master’s thesis on the subject (SRR) provided important inputs to discussions with the Central Bank of Brazil (BCB) and other entities. I proposed normative adjustments to avoid recurring judicialisations that I already follow in litigation. I have also been involved in large-scale judicial recovery proceedings, with hundreds of thousands of creditors – cases that have generated wide discussions in the payments industry due to the potential for systemic risk.

Currently, I follow a leading case relevant to our industry that is in the STJ, as well as two strategic arbitrations, which involve the interpretation of contractual clauses in light of legal principles and legislation applicable to relations between large companies. These are cases that require not only technical depth, but also negotiation skills and business vision.

What measures has your company taken to embed sustainability practices into its core business operations, and how does the role of the general counsel contribute to driving and ensuring sustainable practices within the company?

Cielo has a strong commitment to sustainability, guided by a Corporate Policy that guides environmental, social and governance (ESG) practices. The Strategic Sustainability Plan, approved by the Executive Board, is divided into eight strategic objectives distributed across four pillars: (i) ESG Strategy and Engagement; (ii) ESG Risk and Opportunity Management; (iii) Diversity, Equity, Inclusion and Impact; and (iv) Eco-efficiency and Climate Change.

As Litigation Legal Manager, I actively collaborate with this agenda, ensuring legal compliance and participation in cross-cutting initiatives, such as affinity groups and inclusion programs for people with disabilities. We also provide legal support for actions aimed at diversity, with representation goals approved by the Board of Directors and a focus on the inclusion of different identities of gender, race, ethnicity and sexual orientation.

Cielo’s climate governance is aligned with the recommendations of the Task Force on Climate-related Financial Disclosures (TCFD), with risk management, emissions accounting and engagement with the value chain. The Legal department is a partner of the sustainability area in implementing this strategy, ensuring that all actions are legally secure and socially responsible.

What emerging technologies do you see as having the most significant impact on the legal profession in the near future, and how do you stay updated on these developments?

Artificial intelligence and data analysis profoundly transform legal practice. In partnership with Softplan, we were one of the first teams to co-create specific features in the Projuris system, integrating predictive models based on similar cases and strategic KPIs that are now a reference for other clients on the platform.

We use Power BI, automated flows, legal design, and AI to increase the assertiveness of statements and predict legal scenarios with greater certainty. I publish articles on the subject, discussing how technology is becoming not only a tool, but also an object of regulation in fields such as information security and cybercrime.

I keep myself up to date by participating in events, seminars, and specialised publications. I believe that continuous study — especially in the post-AI world — is an exercise in survival and protagonism for the legal profession.

How do you prioritise diversity and inclusion within your legal department, and what initiatives have you implemented to foster a more inclusive and equitable work environment?

Diversity is a core value for Cielo, and in the legal department, we work to reflect this in our practices. Our team is made up of people of different races, backgrounds and with disabilities. We encourage partner firms to also adopt inclusive policies, understanding that this is a collective responsibility.

We encourage the development of diverse talents and promote the topic through affinity groups. We actively participate in the execution of Cielo’s Diversity, Equity and Inclusion Program, which sets ambitious representation goals for 2025. We work side by side with the Sustainability area to ensure that all actions are legally based, respect the legislation and reflect the Company’s ethical commitment to social transformation.