Team size: The legal and risk team is composed of 7 members, and the firm has more than 150 employees.

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?

During periods of instability, I believe the legal department must act as a strategic partner to the company, ensuring that decisions are assessed comprehensively, not only from a legal perspective but also by considering financial, operational, reputational, and regulatory impacts. The legal strategy must align with the company’s business objectives to mitigate risks and adapt to adverse scenarios.
In my role as General Counsel, this alignment is especially critical given that the company provides external audit services and is subject to oversight by various regulatory bodies, such as the Financial System Supervisory Authority (ASFI), the Pensions and Insurance Supervisory Authority (APS), and the Office of the Comptroller General (CGE), among others. Non-compliance or delays could result in serious sanctions, including the loss of licences to audit certain sectors (such as banking).
For this reason, legal management is integrated transversally across the company’s decision-making processes. To minimise the inherent risks of each decision, particularly during times of crisis, I consider it essential to work in close coordination with executive and management teams to anticipate legal implications, design internal controls, and adapt policies in response to regulatory changes. The challenge lies in striking a balance that ensures compliance while avoiding excessive internal bureaucracy that could hinder innovation or lead to missed business opportunities.

What are the main cases or transactions that you have been involved in recently?
Over the past year, I led the legal analysis and execution of a structural change in our relationship with KPMG International, through which the company became a subcontractor of the network. This transition, driven by the country’s economic context, required a comprehensive assessment of contractual, corporate, and regulatory impacts.

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

I believe Bolivian companies will face two main legal challenges. First, adapting to a new political and economic environment following the 2025 elections, which may bring market-oriented reforms, privatisations, and increased private investment. On the other hand, Bolivia’s entry into the OECD Global Forum on Transparency and Exchange of Information for Tax Purposes and its inclusion on the FATF grey list will lead to new regulatory demands related to fiscal transparency and the prevention of financial crimes.
To face both scenarios, I believe it is essential for companies to strengthen their corporate compliance systems, anticipate upcoming changes through the analysis of regional best practices, and invest in ongoing training.