How has your role as in-house counsel evolved over the past few years, particularly in response to shifting global or regional dynamics?

Over the past few years, my role as in-house counsel for BASF in Perú has evolved from being a primarily legal advisor to becoming a strategic partner in risk management, compliance, and business decision-making at a regional level. This shift has been largely driven by increased regulatory complexity, rising stakeholder expectations around ethics and governance, and the need for greater legal agility in a volatile regional context.

One of the most significant evolutions has been my active leadership in implementing compliance regulations across Perú and Chile, in alignment with BASF’s global standards but tailored to local realities. I have led the rollout of the Corporate Criminal Liability Prevention Model, ensuring it aligns with Peruvian legal requirements, and coordinated its legal robustness across departments.

I also serve as a connector between local business operations and BASF’s global legal and compliance teams, translating evolving global standards into practical, actionable guidance for teams on the ground. As a result, I am now regularly involved in business strategy discussions, risk mitigation planning, and cross-border transactions, particularly as part of M&A activity and regional projects.

In summary, my evolution has been from reactive legal support to proactive leadership in legal compliance and business alignment—ensuring that BASF’s operations in Perú and the region are not only legally sound, but ethically resilient and future-ready.

What do you consider the biggest challenge for in-house legal teams today, and how are you addressing it within your own team?

One of the biggest challenges for in-house legal teams today is balancing global compliance expectations with local realities, particularly in a constantly changing regulatory landscape across Latin America. Legal teams are expected to ensure airtight compliance, protect the company’s reputation, and enable business agility—all while operating across multiple jurisdictions with limited internal resources.

In my role at BASF, I address this by focusing on early risk prevention and empowering the business through education and clarity. I’ve worked to make the legal and compliance function more integrated and accessible, not just reactive. For example, we conduct targeted compliance trainings—not as one-size-fits-all sessions, but tailored to the actual risks and operational context of each business unit. Topics such as Anti-Trust, Data Privacy, Corporate Criminal Liability, and Harassment Prevention are not just taught, but embedded in the way teams make decisions.

Another key strategy has been to build strong relationships with external counsel, using them efficiently and strategically to extend our reach in countries like Perú, Chile, and beyond—without duplicating efforts. I also maintain close alignment with global legal counterparts to ensure that local implementation of global policies is practical and compliant, but also mindful of cultural and regulatory nuances.

In short, I see the role of in-house legal not only as a gatekeeper, but as an enabler of responsible growth, and my focus has been on building a legal function that is proactive, business-oriented, and regionally smart.

How do you build and maintain strong relationships with key internal stakeholders, especially in high-pressure or fast-moving scenarios?

Building strong relationships with internal stakeholders—particularly in high-pressure or fast-moving environments—starts with trust, clarity, and responsiveness. As in-house counsel, I see myself as a strategic partner, not just a legal gatekeeper. That means understanding the business priorities and pressures each team is facing, and aligning my legal support to help them move forward with confidence and compliance.

One way I maintain strong relationships is by being present early in the process—not just when problems arise. I proactively engage with commercial, compliance, and operations teams to identify risks and opportunities at the planning stage. This positions legal as a business enabler, not an obstacle.

In high-pressure scenarios—such as time-sensitive negotiations, regulatory investigations, or internal crises—I focus on staying calm, solutions-oriented, and accessible. I ensure communication is clear, concise, and practical, translating legal complexity into actionable paths. I also prioritise transparency: being honest about legal limitations while showing flexibility in how we can move forward within the right framework.

Ultimately, strong stakeholder relationships are built over time by consistently delivering value, showing empathy for business realities, and maintaining a collaborative, can-do approach—even under pressure.