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

Over the past twelve months, I have led and supported several transformational initiatives central to the company’s evolution and long-term positioning within the digital infrastructure ecosystem.

These include the legal and regulatory leadership of the share purchase transaction involving Hispam in Pangea, including post-closing corporate governance and regulatory alignment; participation in corporate financial structuring processes designed to support sustainable infrastructure expansion; and the renegotiation and redesign of infrastructure sharing agreements to ensure long-term contractual sustainability and protection of strategic infrastructure rights.

Additionally, I have supported the integration of ESG considerations through the implementation of carbon footprint measurement initiatives, led strategic negotiations with new telecom and technology partners, and participated in the structuring of new infrastructure-based products and monetisation models.

These projects required deep integration between legal, regulatory, financial, and commercial strategy, reinforcing the role of the legal function as a strategic enabler of business growth.

Are there any particular challenges for which in-house counsel should be preparing in 2026?

In-house counsel will operate in an environment defined by regulatory evolution, economic volatility and accelerated technological transformation. Legal teams will need to strengthen their ability to operate as strategic partners to the business, anticipate regulatory shifts in digital infrastructure and technology sectors, and develop more sophisticated risk management frameworks linked to AI, cybersecurity and ESG obligations.

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

Modern in-house counsel must combine technical excellence with strong strategic and commercial awareness. Critical attributes include long-term strategic thinking, the ability to translate legal complexity into actionable business decisions, financial literacy, negotiation capability in high-stakes environments, cross-functional leadership, technological adaptability and strong stakeholder management.

Today, the in-house lawyer must act as a solution architect, enabling business innovation while maintaining robust risk governance.

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

Key trends include the integration of AI into legal operations and decision-making, the expansion of ESG regulatory frameworks, the evolution of shared infrastructure and collaborative business models, increased focus on data protection and cybersecurity, heightened scrutiny of international tax structures, and the evolution of legal departments toward data-informed decision-making models.