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?

In periods of instability or crisis, I see my legal function as playing a critical role, both as a safeguard (helping anticipate and manage risks effectively and ethically) and as a strategic enabler (guiding the business through uncertain conditions).

My approach starts with staying well-informed through diverse sources to monitor the evolving risk landscape, identifying exposures, assessing mitigation options, and offering clear advice aligned with business goals.

Understanding the broader risk environment – beyond the legal sphere – is essential, as legal risks rarely occur in isolation; they are often triggered, shaped, or intensified by political, economic, or ESG-related conditions.

I also work closely with business teams to gain a deep understanding of their and our portfolio companies’ objectives and operating contexts, ensuring legal strategies are fully integrated and aligned. This involves proactive scenario planning (e.g., mapping legal implications across multiple variables), reinforcing and updating compliance frameworks (adapted to new regulatory regimes), and enabling fast, informed decision-making by business teams.

Aligning the legal function with the broader business strategy is crucial during times of disruption; and legal actions must go beyond risk mitigation – they should anticipate challenges, create value, and support the organisation in remaining agile, compliant and resilient.

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

CPP Investments is a globally active investment and asset manager, with net assets of approx. $500 bn, including around $36 bn in Latin America. I oversee the legal and compliance function for all activities in the region.

Due to confidentiality, I cannot share transaction details. However, my scope includes a broad range of corporate, M&A, credit, and capital markets transactions, and ongoing oversight of legal and compliance matters for our portfolio companies, from an investor and board member perspective.

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?

Despite recent debates over diversity and inclusion (D&, often framed around meritocracy or “colorblindness”, I view D&I as essential to a high-performing legal department (and I mean not only gender, but also religious, racial, sexual orientation, age, cultural, professional etc. diversity). D&I fosters innovation, creativity, productivity, and talent retention, while enabling better, more informed decision-making. Meritocracy depends on equal opportunities; yet unconscious biases and systemic barriers distort our view of “merit.” So, D&I are not contrary at all to meritocracy – they actually enable it.

In our department, we prioritise D&I by building a team that reflects a broad spectrum of perspectives, experiences, and backgrounds. We work to ensure that this diversity is not merely symbolic, but empowered – creating a culture where individuals feel psychologically safe to be their authentic selves, express their ideas freely, and know that their voices are heard and respected. This mindset is embedded in our recruitment and talent evaluation processes.

We have also launched cross-functional mentorships connecting employees across departments and seniority levels, fostering career growth, empathy, and organisational cohesion.

We also regularly promote D&I trainings, forums, and events to help maintain honest dialogue and continuous learning, encouraging reflection and mutual growth.

Finally, I also assess the D&I practises of law firms and service providers we work with. This not only ensures value alignment but also supports better service quality.