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?

I believe periods of instability reveal the true strategic value of legal, compliance and risk functions. In times of crisis at our company, we work closely with business leaders to make risk-informed decisions that balance agility with accountability.

Cross-functional collaboration and transparent communication are essential. Equally important are soft skills: legal expertise must be paired with sound judgment, empathy, and leadership.

Ultimately, we see crisis management not as a defensive task, but as an opportunity to strengthen the organisation’s decision-making and trustworthiness — two elements that define long-term resilience.

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

Over the past year, I’ve been closely involved in a comprehensive internal restructuring process aimed at scaling our business while enhancing strategic focus. With a rapidly expanding client base and growing demand across business lines, this initiative has reshaped our internal governance, clarified roles, and aligned our internal teams around a shared goal: serving more clients, with greater efficiency and purpose.

This transformation has required thoughtful legal input across several fronts — from corporate structuring and contract standardisation to regulatory alignment and risk oversight. It has also demanded a cultural shift, where legal is seen not only as a support function but as an active driver of strategic execution.

In parallel, we continued to participate in high-impact transactions, as well as ongoing work related to minority investments in different strategic partnerships. But without a doubt, the most meaningful effort this year has been laying the foundation for sustainable, focused growth from within.

What do you see as the major legal challenges for businesses in Uruguay over the next five years, and how are you preparing to address them?

Looking ahead, I see three core legal challenges: keeping pace with cross-border regulatory convergence, adapting to the disruptive impact of AI and technology, and responding to evolving labour expectations — all while maintaining operational agility and combined with an incoming government as of March this year and for the following five-year period.

To address these challenges, we’re investing time and efforts in constructing robust data governance and security protocols, promoting cross-functional awareness around privacy and cybersecurity, and revisiting our internal policies to ensure alignment with emerging best practices. We also closely monitor global legal and tax developments, with a view to anticipating change rather than reacting to it.

Ultimately, our goal is to build a legal function that’s not only compliant, but proactive, enabling the business to scale sustainably while navigating uncertainty with confidence.