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 the aviation sector, where external shocks are common, managing legal issues during instability demands agility, pragmatism, and alignment with business strategy. I focus on ensuring that legal risk management supports the organisation’s ability to adapt and recover, positioning Legal as a strategic partner that delivers clear, business-driven guidance. Our legal response must address immediate risks while enabling long-term resilience and growth. This requires close collaboration with business leaders and cross-functional teams, ensuring decisions reflect operational realities and stakeholder expectations, while preserving legal integrity .

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

My team has played a key role in supporting the Procurement and Commercial departments with the negotiation of contracts with both large and small suppliers. We also advised our Fleet Planning team and handled the documentation required for the delivery of 16 new aircraft (A320neo and A321neo) in 2024. Additionally, over the past year, we’ve contributed to ESG initiatives, including sustainability, diversity & inclusion, and female leadership and empowerment.

I have a number of Key Transactions in the past year that I would like to highlight. We supported LATAM Airlines’ Finance department in reviewing complex cross-border agreements related to Revolving Credit Facilities. We prepared board presentations and coordinated the delivery of conditions precedent and subsequent with external counsel. As a result of this renegotiation, LATAM Airlines Group secured US$1.55bn in revolving credit lines maturing in 2029—strengthening its financial position in Brazil’s competitive landscape.

In July 2024, LATAM Airlines Group successfully relisted its ADRs on the New York Stock Exchange following its restructuring (July 2020–November 2022). I coordinated the due diligence on Brazilian subsidiaries, including LATAM Airlines Brazil, working closely with external counsel to provide information required by the SEC and investors.

I also led the legal negotiations for LATAM’s new VIP lounge at GRU Airport, Latin America’s busiest hub. After nearly two years of negotiation, we finalised a complex contractual structure involving area leasing and construction. I supported the Commercial team in all discussions with GRU Airport and Brazilian authorities.

Finally, we led the development and implementation of a pioneering fleet contract management platform, distinct from our CLM system. Developed with Netlex, the solution enables real-time control of aircraft leasing contract registrations with ANAC, including automated deadline alerts. As far as we know, no other airline in Brazil has implemented a similar solution.

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?

I place strong emphasis on the DE&I agenda and actively consider diversity when hiring new team members. LATAM Airlines Brasil’s legal department is led by one male Director and five Legal Managers. I am the only woman—and the only mother—on the management team.

My team is predominantly female, with five women and one man, including three Black women. I actively encourage my team to participate in DE&I discussions and events, and I am also a proud member of LATAM Airlines’ “Promoters of Inclusion” group, an Employee Resource Group (ERG) dedicated to advancing inclusion within the company.

I am especially vocal in advocating for women in leadership, maternity as a strength, and zero tolerance for racismo and any discriminatory behavior.