Team size: Eight

What are the projects that you are most proud of working on over the past 12 months?

Over the past twelve months, I am most proud of two key projects. First, greater effectiveness in legal advice and support: through improvements in the structure of the legal area and specialisation according to the most important and riskiest aspects of the companies, better interaction has been achieved with all other areas, making the support of the legal team more efficient and timely. Each lawyer on the legal team is assigned a specific matter to attend to, acquiring greater experience and specialisation in that particular area. For example, one lawyer was assigned all issues related to agricultural land and the activities carried out on those lands, providing the necessary legal support to the field areas and agricultural services. Another lawyer was assigned all matters related to corporate issues, corporate governance, and administration, providing support and advice to the relevant areas. In this way, each lawyer can attend to the areas related to the issues assigned to them. This project to improve attention and support from the legal area has allowed us to obtain excellent results, and the other areas of the companies feel that they have better support from the legal team.

Second, Legal Due Diligence of all areas: during a review across different areas, we were able to identify processes and activities that were being handled inadequately and generating legal risks. We decided with the legal team to carry out a Legal Due Diligence project across all areas to detect these risks. Through this project, we were able to highlight aspects originating from previous years that could have resulted in conflicts or legal contingencies. After identifying the risks and contingencies in each area, we developed legal policies and processes to eliminate poor practices, improve other processes, and reduce legal risks and contingencies by a large percentage. 

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

As each member of the legal team is focused on a matter or aspect of greatest importance for their respective area, it has become easier for each lawyer to identify the main legal issues that may arise in times of instability or crisis. Once these key legal aspects were identified, we met with general management and the management of each area to explain the legal considerations and the actions required to avoid adverse impacts or high contingencies. In addition, we formed a multifunctional team including all relevant areas to execute the action plans.

This work was carried out during periods of heightened insecurity and crime in Ecuador in 2023 and 2024, which affected operations in the company’s agricultural fields, as well as the transportation of products and the safety of workers. To address this crisis, we brought together teams from human resources, agricultural services, security, and administration. With this group, we developed a comprehensive action plan that included legal processes and engagement with public institutions, government authorities, the prosecution and judiciary, as well as police and military forces, securing crucial support to manage and overcome the situation.

Have you had any experiences during your career as a lawyer that stand out as particularly unique or interesting?

I had the opportunity to lead a project to patent the formula of an Ecuadorian product. Working in a team with the research and development and production departments, once the product was produced with a unique formula – unparalleled worldwide – we prepared the legal documentation to request patent protection in multiple countries. We successfully obtained patents in the European Union, Nigeria, the Dominican Republic, Ecuador, Peru, Honduras, El Salvador, Haiti, and others. This was an exceptional professional experience, as we faced large multinational companies as opponents in the patent processes. Nevertheless, with the multifunctional team, we were able to present robust technical, scientific, and legal arguments that ultimately secured the patent. 

What do you think are the most important attributes for a modern in-house counsel to possess?

Today’s in-house lawyer must possess a great deal of resilience, as companies are increasingly dynamic and require rapid adaptation due to technological developments and constant changes in global markets. If the in-house lawyer does not keep pace with these changes, they risk becoming a barrier rather than a vital support to the business. In addition, they must excel at teamwork, as modern legal departments no longer operate in isolation as they did a few years ago. Legal teams must engage closely with all areas of the company to understand the business, identify legal needs and risks, and provide effective support. Equally, they need to be involved in projects from the planning stage, recognising that legal considerations are present in every initiative. The in-house lawyer must also act as a strategist, contributing proactively to each project rather than merely offering advice.

How can general counsel foster a corporate culture that supports ESG principles and compliance across all levels of the organisation?

It is increasingly important for companies to foster a culture of environmental care, social responsibility, and corporate governance. Today, consumers and clients do not choose solely based on the quality of a product or service; they also consider the reputation of the company regarding environmental, social, and governance standards. In this context, the in-house lawyer plays a crucial role, tasked with developing policies for good practices, providing advice, monitoring compliance, and ensuring that all areas operate in line with environmental standards while generating a positive impact on stakeholders. Equally, the general counsel or internal lawyer must champion a culture of ethics within the organisation, which entails developing and implementing a code of ethics and robust corporate governance policies that engage shareholders, directors, managers, employees, suppliers, and clients. This promotes awareness of doing the right thing and helps to cultivate a strong and credible corporate image.