What factors influence your team’s decision to use external legal services versus handling matters in-house, and what criteria are used to evaluate their performance?

External legal services are usually outsourced when, after prior analysis, it is determined that the impact of the risk associated with certain technical matters is high. In these cases, the legal complexity, the specialisation required or the possible consequences of the matter exceed the operational scope of the internal legal team and make it advisable to seek advice from consultants with specific experience.

Internal legal departments are mainly focused on managing ordinary business matters, ensuring day-to-day regulatory compliance, reviewing contracts on a regular basis, and providing ongoing legal support to the different areas of the organisation. This role allows for in-depth knowledge of the business and a quick response to the Company’s daily needs.

However, when issues arise that involve significant risk, whether due to their economic, regulatory or reputational impact, or when specialised technical analysis is required, it is prudent and strategic to seek the support of external legal services. Such matters may include, among others, complex litigation, internal investigations, significant corporate transactions, highly specialised regulatory matters, or situations that may affect the Company’s image and credibility with authorities, investors, or the general public.

Hiring external legal experts in these scenarios not only provides in-depth technical knowledge and specialised experience, but also an objective and independent perspective, which is essential for proper risk assessment and informed decision-making. It also strengthens the Company’s position by demonstrating diligence and responsibility in the management of sensitive matters.

In conclusion, outsourcing legal services is not solely a matter of internal capacity, but rather a risk management strategy. While the in-house legal team focuses on day-to-day business operations, external advisors become key allies in addressing highly complex or impactful matters, contributing to the protection of the companies’ interests, reputation and sustainability.

Looking forward, what trends do you foresee in the legal landscape over the next 5–10 years that companies should prepare for?

Over the next 5 to 10 years, legal departments will undergo profound changes that will redefine their role within organisations. One of the most significant changes will be the need to adapt regulations and their interpretation at the same pace as technology advances, in an environment where innovation often outpaces regulation. Technologies such as artificial intelligence, process automation and intensive use of data will pose new legal challenges that will require constant updating of criteria, policies and compliance frameworks.

In this context, legal departments will cease to be merely reactive and take on a strategic and proactive role, helping companies to identify emerging risks, interpret emerging regulations and support the responsible adoption of new technologies. The ability to translate regulations into practical business solutions will be a key skill for lawyers of the future.

Likewise, there will be a significant evolution in the way legal teams work, driven by hybrid models that integrate technology and human capital. The automation of repetitive and operational tasks will free up time for activities of greater strategic value, such as risk management, advising senior management and complex decision-making.

This hybrid approach does not seek to replace legal professionals, but rather to enhance their capabilities by combining legal expertise, experience and human judgement with technological tools that increase efficiency and accuracy. Consequently, legal departments will need to invest in talent, continuous training and technology, with the aim of building teams that are more agile, efficient and prepared for the challenges of an increasingly dynamic and digital environment.

This hybrid approach does not seek to replace legal professionals, but rather to enhance their capabilities by combining legal judgement, experience and human judgement with technological tools that increase efficiency and accuracy.

Consequently, legal departments will need to invest in talent, continuous training and technology, with the aim of building teams that are more agile, efficient and prepared for the challenges of an increasingly dynamic and digital environment.