Team size: 8

What are the major cases or transactions you have been involved in recently?
I was in charge of the negotiation on behalf of Ocesa of the record-breaking Shakira’s Mexico Tour Agreement, reaching a total of 28 shows and selling more than 1 million tickets; the hugely anticipated comeback tour agreement of Oasis to Mexico; the return of the musical The Lion King licence agreement; Cirque du Soleil performance agreement for the show “OVO”, among other concerts, music festival and live events agreements.

In the intellectual property area, my team obtained the ‘famous trademark’ status for “OCESA”, and for “VIVE LATINO”, being the first music festival to obtain this recognition in Mexico.

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?
In the entertainment industry, specifically in live events where Ocesa operates, uncertainty is a daily component. From regulatory changes to logistic contingencies to weather inclemencies, every day requires adaptability and fast responses on all fronts.

Within this context, my approach to managing legal aspects during periods of additional instability centres on proactive risk management and strategic flexibility. I focus on identifying potential challenges early and developing contingency frameworks that allow us to adapt swiftly without compromising our business objectives and values. To this end, we constantly maintain close dialogue with all stakeholders (artists, promoters, venues, partners, etc.) to understand evolving concerns and come up with solutions that work for everyone.

In all our negotiations, from emerging artists’ shows to world-class live events, I strive to maintain a balanced approach in which we always seek the best possible terms for the company while ensuring that our business partners feel valued. This approach has proven essential during difficult times (e.g., COVID, natural disasters), as the goodwill and trust built during stable times become important assets when facing new challenges.

Another important change in the way my services are delivered is working as an “integrated business partner”, rather than adopting a traditional “legal gatekeeping” function (a commonly found position in this industry). In this understanding, I have built within my team a culture in which our legal assistance means finding creative paths to closing deals whilst actively managing risks.

I consider that our resilience as an organisation stems from this business alignment, which produces legal strategies that do not just protect the company, but actively enable growth, even during challenging times.

How do you prioritise diversity and inclusion within your legal department, and what initiatives have you implemented to foster a more inclusive and equitable work environment?
For the department that I lead, diversity and inclusion are not only a hiring objective but a crucial element in our strategy to build the best team. In addition to being a social imperative, I believe that a non-bias recruitment system leads to a sharper, more innovative, and better-equipped team to navigate the complex, multicultural landscape of entertainment law.

Inclusion for me also means accessibility and psychological safety: creating an environment where every team member feels comfortable sharing ideas, asking questions, and challenging conventional approaches without fear.