Team size: 13

What are the most significant cases, projects and/or transactions that you and/or your legal team have recently been involved in?

Over the past year, our legal team has been engaged in a number of high-profile and complex projects. We have supported the company in a large-scale M&A transaction. We also worked on the international financing of our upcoming aircraft fleet, a project that required coordinating multiple stakeholders across different jurisdictions. For this fleet, we additionally negotiated the acquisition and long-term maintenance agreements for the engines.

Another significant milestone was negotiating a lease-out agreement with a northern hemisphere airline. It was the first time such a contract had been executed in our country, which posed not only a challenge in negotiations with the counterpart, but also required close work with aviation authorities in each jurisdiction.

Finally, we supported the company in negotiating the collective bargaining agreement with the pilots’ union, and advised the commercial team on the launch of our new loyalty program. These projects reflect the breadth of matters our team is involved in, ranging from strategic transactions to regulatory, labour, and commercial initiatives.

How do you approach managing legal aspects during periods of instability or crisis to ensure the organisation’s resilience?

In times of instability or crisis, my approach is to combine legal risk management with strategic business alignment. First, we identify which areas of the organization are most exposed from a legal and regulatory perspective. This allows us to prevent surprises by implementing mitigation strategies. Second, we ensure that our legal guidance is pragmatic and closely connected to the company´s priorities. In a crisis, the role of the legal area is not only to safeguard compliance, but also to enable the business to remain agile, resilient and take advantage of opportunities. This means moving beyond a purely defensive posture. Third, communication is key. We maintain close coordination with leadership, regulators, external counsel, and internal stakeholders. The legal area has a unique role in bringing clarity and coordination internally, and also communicating consistently with regulators to reinforce trust and protect reputation.

What is a cause, business or otherwise, that you are passionate about? Why is this?

A cause I am truly passionate about is changing the way in-house lawyers see themselves. I firmly believe that we are not just the company’s lawyers, but executives of the business. Our ultimate goal is to generate value for the organization, and that requires moving beyond purely legal analysis to being active participants in strategic decision-making. This conviction has become even more urgent with the transformative impact of artificial intelligence. Routine legal tasks are increasingly automated, which means that our ability to remain relevant depends on embracing a broader role: understanding the business model, anticipating risks and opportunities, and translating legal expertise into competitive advantage. For me, it is not only about protecting the company, but about enabling it to thrive. That shift in mindset—from legal adviser to business executive—ensures that we continue to contribute meaningfully to resilience, growth, and innovation. It is both a professional mission and a personal cause, because it defines how I want the legal profession to evolve in the years to come.

AI has been taken seriously as a potentially revolutionary technological change in the legal world for a number of years now. Has it had a meaningful impact in how your legal team works in this time?

AI has started to reshape how our legal team operates. We use AI-driven tools to streamline contract review and legal research, reducing the amount of time spent in repetitive tasks and allowing us to focus on higher-value strategic work. For instance, using AI-driven tools for legal research allow us to obtain analysis and responses with precise identification of the sources used—whether doctrine, case law, statutes, or regulations. This has saved us significant time while also increasing confidence in the accuracy of our work, since we can immediately verify and cross-check the underlying authority.

The more meaningful change, however, is cultural. AI has pushed us to redefine our role: if routine legal work can be automated, then the true value of the in-house team lies in business judgment, strategic alignment, and communication. In that sense, AI has not replaced us—it has compelled us to evolve. I see it as a catalyst that reinforces my conviction that in-house lawyers must think of themselves as business executives, rather than legal technicians. So, while the tools are important, the real impact has been in shifting our mindset and strengthening the legal function’s relevance to the organisation’s resilience and growth.