Team size: 31

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?

As General Counsel, I understand that times of crisis demand more than legal responses — they require presence, active listening, and strategic coordination. This was precisely the stance I adopted during the employee strike at the Itaquera and Sorocaba units, which was triggered by discussions surrounding the 6×1 work schedule.

From the onset of the strike, which saw significant employee participation, my focus was to act with agility while preserving institutional balance. Together with the Labor Relations and HR departments, we established an integrated response team to ensure the minimum operational continuity under applicable laws, while respecting employees’ rights and simultaneously safeguarding operational stability.

The negotiation with the union was conducted with firmness and empathy. We proposed a solution that respected legal boundaries and, at the same time, addressed the demand for greater rest periods: maintaining the 6×1 schedule with the addition of one Saturday off per month, compensated for on other business days. The agreement, approved by the Regional Labor Court (TRT), reinforced the proposal’s legitimacy and marked the end of the strike at the Itaquera and Sorocaba plants.

More than merely ending the strike, handling this process solidified the legal department’s role as a bridge of trust between the company and its workforce. This experience reinforced my belief that the legal function must be present in strategic decisions, especially in highly sensitive situations.

Following this episode, we strengthened our internal crisis management protocols, with clear guidelines for preventive action, stakeholder communication, and real-time legal support. All of these measures directly contribute to the organization’s resilience.

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

Throughout the year, PepsiCo has undertaken several high-impact projects in which the Legal Department played a pivotal role. These included complex commercial negotiations, tax planning strategies, and, notably, the implementation of legal technology solutions aimed at automating repetitive tasks within the department.

This latter initiative has garnered significant recognition for the Legal Department of PepsiCo Brazil, positioning it as a reference point within the organisation. As a result, we are now actively engaged in scaling these technological innovations across other jurisdictions where PepsiCo operates, reinforcing our commitment to operational efficiency and legal excellence.

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?

I believe that Generative Artificial Intelligence (GenAI), Autonomous Legal Agents, Multi-Agent Systems, and no-code platforms are among the most transformative technologies shaping the future of the legal profession.

These tools not only enhance operational efficiency but also redefine how legal services are delivered, enabling predictive insights, automated decision-making, and greater accessibility to legal processes. At PepsiCo, we are actively integrating these innovations into our legal workflows to drive exponential transformation.

To remain current with these advancements, I continuously engage in specialized training, attend legal tech forums, and participate in cross-functional initiatives that foster the development of future-ready capabilities. More importantly, we have invested in building a highly skilled legal team, fully prepared to navigate and lead through this era of technological disruption with agility and strategic foresight.