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’s work has centred on high‑stakes tax controversy and planning support across Central America and Mexico, with a consistent focus on defensible positions under FIN 48 / FAS 5, strong documentation, and disciplined risk assessment. In parallel, we have supported the business through complex regulatory environments, active audits and litigation, and evolving compliance expectations, working closely with finance, tax, controllership, and operations to translate legal risk into clear, actionable decision‑making.

Our role has increasingly extended beyond dispute management to include strengthening governance frameworks, improving internal controls, supporting strategic transactions, and embedding a proactive, prevention‑focused mindset across the organisation. Throughout this period, we have prioritised resilience, transparency, and alignment with business objectives, ensuring that legal advice not only mitigates exposure but also enables sustainable growth and operational continuity in a rapidly changing regional landscape.

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

In crisis contexts (audits, enforcement actions, operational disruptions), I use a structured “control‑tower” approach: rapid triage and scoping (what changed, who is exposed, what deadlines apply), a single source of truth (facts, documents, positions), and a cross‑functional cadence with Finance, Tax, Compliance and business owners to drive decisions. I prioritise preserving privilege, documenting the rationale for choices (especially when selecting payment vs. litigation), and translating legal risk into clear financial outcomes (reserve vs. disclosure vs. no action) to enable leadership decisions.

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 connecting legal analysis to business outcomes: anticipating where regulators will challenge substance vs. form, designing controls that prevent repeat issues, and giving leaders options framed as risk‑adjusted decisions (cost, timing, precedent, and reputational impact). It also means investing early in documentation and process design so we can defend positions consistently, rather than treating each audit as a standalone event.