Legal team size: 5

What are the projects that you are most proud of working on over the past 12 months?

Over the past 12 months, I’ve had the privilege of leading strategic compliance initiatives focused on mitigating environmental and labour-related risks. These projects aimed to enhance the company’s risk prevention capabilities while aligning with evolving regulatory requirements. As a team, we collaborated closely with Supply, HR, and other teams to identify compliance gaps and implement action plans.

In parallel, legal processes were enhanced through the integration of technology, particularly in contract management. These tools not only improved efficiency and reduced response times, but also enabled our team to generate and analyse business data, providing actionable insights that support more informed decision-making at both operational and strategic levels.

Based on your experiences in the past year, are there any trends in the legal or business world that you are keeping an eye on that you think other in-house lawyers should be mindful of?

There are several key trends emerging in Paraguay that in-house counsel should closely monitor. First, the application of technology to legal and compliance processes is gaining significant momentum. There’s a growing need to incorporate tools that enable automation, data collection, and analytics to enhance risk management and decision-making.

Sustainability has also played a more central role in business strategies. Stakeholders are expecting companies to align their operations with ESG principles, which is pushing legal departments to be more proactive in managing environmental and social risks.

Finally, and perhaps most importantly, there is a heightened focus on anti-corruption compliance. Regulatory expectations are evolving, and companies must be prepared to demonstrate a strong ethical culture, supported by robust compliance programs.

These trends are shaping the role of in-house legal teams, making it more strategic, cross-functional, and technology-oriented.

What do you think are the most important attributes for a modern in-house counsel to possess?

In my view, one of the most important attributes for a modern in-house counsel is openness: openness to change, to different perspectives, and to staying close to the business. Being a business-minded partner who balances legal risk with strategic value, understanding the commercial side and being able to put yourself in the shoes of your internal clients is key to delivering relevant and practical advice.

Another essential skill is the ability to continuously learn and unlearn. The business landscapes evolve so quickly that staying effective means letting go of outdated approaches and being ready to adapt.

Versatility and creative thinking are also critical. Today’s challenges don’t always have legal precedents or clear-cut answers, so thinking outside the box, finding innovative solutions, and being comfortable navigating uncertainty are part of the job.

Equally important is trust. Being a reliable partner and demonstrating integrity, especially when dealing with complex or sensitive issues, helps foster stronger working relationships and ensures that the advice is taken seriously.