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

Over the past year, my team has focused on enhancing organisational resilience through proactive risk management, improved operational efficiency, and digital enablement.

A key priority has been the management and mitigation of labour litigation risk. We introduced stronger governance, greater discipline around financial provisioning, and closer collaboration with Finance and HR. This has led to improved visibility of risk exposure, faster case resolution, and more informed decision-making at executive level regarding risk appetite and reserves.

At both regional and global levels, we have played an active role in cross-border digital transformation initiatives, including the Global Clients Time & Attendance Project. In this context, we supported the legal and privacy assessment for Costa Rica within a multi-jurisdictional framework, aligning labour law, sector-specific regulation, and data protection requirements with global standards while enabling scalable automation and efficiency.

Another important area of focus has been AI and legal innovation. The team has contributed to group and divisional initiatives exploring the responsible adoption of AI tools, such as Copilot and internally developed solutions, including their development and testing. The aim has been to reduce manual workload, standardise legal outputs, and embed compliance by design, without compromising data protection or professional judgement.

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

My approach is grounded in anticipation, clarity, and integration. During periods of instability, the legal function must act as an early‑warning system, not just a reactive control.

In practical terms, this involves maintaining real-time visibility over legal and regulatory risks—particularly in areas such as employment, compliance, and data protection—and translating these into clear, actionable scenarios for leadership. I place strong emphasis on close collaboration with Finance, Operations, and HR to ensure that decisions are legally robust, financially sound, and operationally feasible.

Communication is equally critical. During periods of uncertainty, legal advice must be pragmatic, timely, and decisive, enabling the business to move forward with confidence rather than creating unnecessary obstacles. This approach has been especially important in areas such as litigation management, regulatory change, and technology-driven projects, where both speed and trust are essential.

General counsel often speak of the need to be strategic to reach the pinnacle of the profession. What does being strategic mean to you?

Being strategic means transforming Legal from a reactive function into an enabling one: anticipating risks early, translating complexity into clear business decisions, and designing scalable frameworks that allow the organisation to move both quickly and safely.

In practice, strategy is measured through outcomes—risks mitigated, cycle times reduced, and the quality of decision-making improved—enabled by strong governance, cross-functional alignment, and effective use of data. This is why it is essential to prioritise traceability, through tools such as dashboards for contracts, disciplinary matters, and litigation, while also reducing repetitive work so the team can focus on issues that truly drive resilience and performance.

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

First, business fluency—understanding how value is created and where risk truly lies. Second, sound judgement under uncertainty, particularly in times of crisis: being decisive, pragmatic, and clear. Third, systems thinking—the ability to develop scalable frameworks, templates, and governance structures. Fourth, data and technological literacy, enabling Legal to lead rather than follow in digital transformation, including AI. Finally, the ability to build trust: modern counsel must act as a connector across functions and cultures, combining rigour with empathy and a strong service-oriented mindset.

Unique or interesting experiences in your career?

One particularly interesting aspect of my career has been working at the intersection of labour law, corporate governance, compliance, and data privacy, across multi‑jurisdictional contexts in Latin America. That blend forces you to balance strict legal requirements with operational realities—especially in high‑trust environments like security services.