Legal team size: Seven

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

One of the most significant projects I’ve worked on in the past year is related to the upcoming implementation of 5G in Paraguay, currently the only country in the region that has yet to deploy this technology. For 5G to become a reality, telecom companies must participate in a spectrum auction process overseen by the National Telecommunications Commission (CONATEL).

In 2024, CONATEL published a draft of the bidding terms and conditions for public comment. Our legal team conducted an in-depth review of the draft and submitted detailed observations regarding competitive neutrality. For instance, the draft imposed disproportionate social obligations on certain operators and lacked clarity in critical areas such as infrastructure sharing frameworks and future cybersecurity standards. These ambiguities posed legal and operational risks that we highlighted in our submission, which is now publicly available on CONATEL’s website.

This project required a multidisciplinary legal approach, involving regulatory analysis, stakeholder engagement, and strategic advocacy. We are currently awaiting the final version of the auction terms, which CONATEL has indicated will be released soon. If the process moves forward as planned, 2025 will be a transformative year for Paraguay’s digital infrastructure—and I’m proud to be part of that journey.

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

One emerging trend is the increasing need to adapt legal workflows to the technological ecosystem of non-legal businesses. Unlike law firms, which are structured around legal processes and tools, in-house lawyers operate within companies that often lack dedicated legal management systems.

In-house counsel must be agile and tech-savvy, able to leverage existing corporate technologies—or introduce new ones—to streamline legal operations. This includes automating contract templates, setting alerts for regulatory deadlines, or implementing AI tools for document review and data analysis. Relying on outdated systems such as Word folders or manually updated spreadsheets poses unnecessary risks in terms of efficiency, data integrity, and compliance.

It is essential that legal departments modernise their internal processes, ensuring data security and aligning with broader corporate cybersecurity standards. By doing so, they not only safeguard the company’s legal assets but also become strategic partners in the business’s digital transformation.

What are some key attributes every in-house lawyer should possess?

In my experience, the most effective in-house lawyers consistently demonstrate the following qualities. Leadership and emotional intelligence – leading cross-functional teams and fostering collaboration requires strong soft skills and emotional intelligence. Negotiation skills are another because in-house counsel often serve as the bridge between legal obligations and business interests, and effective negotiation is key to resolving conflicts and closing deals. In-house counsel must have business-oriented communication, which means the ability to explain complex legal risks in a clear, concise, and actionable way is essential, especially when advising executives who are not trained in legal terminology.

Technological adaptability is also key as a modern in-house lawyer must stay updated on digital tools and legal tech solutions that enhance productivity, automate repetitive tasks, and improve risk management. Ultimately, being an in-house lawyer today means not only providing sound legal advice but also being a proactive, tech-enabled business partner.