Team size: 6

What are the key projects that you have been involved in over the past twelve months?

Firstly, financing of PEN 40MM through the issuance of a securitised bond and the creation of a trust, becoming the first tourism company in Peru to achieve this milestone. Also, the capital increase of PEN 8MM within Expertia Travel, including roadshow processes and negotiations in the capital markets. Lastly, the negotiation and closing of short-term financing with Vinci Compass for PEN 7MM and with BBVA for PEN 3MM.

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

Firstly, business adaptability. An in-house lawyer must go beyond strictly legal analysis and develop a deep understanding of the company’s business model, culture, communication style, and risk tolerance. To truly add value, in-house counsel must adapt to the way the company conducts business, without compromising ethical standards or legal responsibility.

Secondly, strategic thinking and risk-based approach. Rather than merely identifying legal risks, in-house counsel should assess their likelihood and potential impact, and propose balanced, practical solutions. The role is not limited to determining whether an action creates risk, but to managing those risks effectively without jeopardising the continuity of the business.

Lastly, communication and stakeholder management skills are important. In-house counsel regularly interact with senior management, operational and commercial teams, authorities, and external advisors. The ability to translate complex legal concepts into clear, actionable, and, when necessary, quantifiable recommendations, while building trust across the organisation, is essential to being perceived as a strategic partner rather than merely a control function.

Are there any key trends that you think in-house lawyers should be monitoring over the next year?

In-house lawyers should increasingly focus on tracking and analyzing performance metrics to improve the efficiency and impact of the legal function. This includes monitoring the number of cases handled, response times, the most demanding business areas, individual lawyer workloads, and determining when it is more effective to hire additional in-house staff versus engaging external counsel. They should also track proactive improvements implemented within the legal team and other key initiatives.

It is important for a legal department or legal management to move away from the assumption that ‘nothing happening’ means the department is functioning well. Instead, success should be measured through clear, actionable metrics that demonstrate value and continuous improvement.