Team size: 8

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

The role of the in-house lawyer has evolved significantly in recent years. Today, a General Counsel must go beyond traditional legal analysis and position themselves as a strategic partner within the organisation, adding direct value to decision-making and the achievement of corporate objectives. In that regard, from my perspective, one of the most critical attributes is the ability to deeply understand the business strategy in order to anticipate risks and propose practical legal solutions that enable the company to move forward confidently in highly competitive environments.

Moreover, the globalisation of markets has increased the need for lawyers who can operate effectively across diverse regulatory frameworks. Legal work is no longer confined to a single jurisdiction; it requires adaptability and critical thinking to interpret different regulatory systems and support international expansion processes. This has been particularly relevant in my practice, both in structuring funds managed by Core Capital SAFI for real estate projects in the United States – where understanding the applicable regulatory and tax environment was essential, and in initiatives related to the firm’s expansion into Colombia. These experiences have reinforced the importance of combining strong local expertise with a comparative and cross-border perspective.

Finally, in today’s environment, where regulations and business decisions are constantly evolving, agility and resilience are also fundamental. In-house lawyers must be able to manage shifting priorities, respond quickly to new challenges, and remain flexible in the face of evolving projects, without losing strategic focus.

As AI becomes increasingly integrated into legal teams, how can general counsel ensure the successful incorporation of these tools without compromising the human element?

AI has become a strong ally to legal functions, as it creates opportunities to optimise processes, enhance operational efficiency, and free up time for more strategic work. Its impact is particularly significant in operational tasks such as contract review, document automation, and the management of recurring tasks; however, it remains essential to recognise and actively intervene in matters that require contextual interpretation, ethical judgment, and an understanding of the reputational and commercial impact of legal decisions.

In this regard, the successful adoption of AI requires a structured, process-driven approach. At Core Capital, for example, significant progress has been made in document automation and auto-completion tools; nevertheless, ensuring their proper use has depended on the implementation of internal methodologies that define review levels, quality standards, and professional criteria regarding when direct human intervention is necessary.

In summary, I believe that the success of artificial intelligence within legal teams will depend on maintaining the right balance between innovation and responsibility.