Team size: 4

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

Over the past twelve months, I have led two M&A projects involving the divestment of business units that were no longer aligned with the company’s strategic direction. These transactions were essential to simplifying our operations, consolidating our long-term vision and preparing for growth through new renewable energy projects. I have also focused on enabling two major renewable projects: the 180 MW Lupi solar park in Moquegua and the 72 MW Emma wind farm in Piura, ensuring legal viability, securing permits, implementing and negotiating construction contracts and assessing risks for timely execution. In parallel, I have strengthened the Legal Department’d position as a strategic partner — particularly during a period of leadership transitions and the onboarding of new members in the management team.

What is a cause, business or otherwise, that you are passionate about?

A cause I am deeply passionate about is serving as a strategic partner who delivers creative and responsible legal solutions aligned with business goals and purpose. I firmly believe that legal advice creates value when it reflects a deep understanding of the business and is grounded in three pillars: safe work, sustainability, and business ethics. These pillars shape how I assess risks, design solutions, and guide decision-making. I am convinced that no corporate achievement is valid unless it ensures that people can perform their jobs safely and return home unharmed. Ethics and sustainability are not abstract ideas but everyday choices. Companies must grow responsibly, create value while recognising their impact on communities and the environment, and choose to do the right thing even when no one is watching. Integrity is the value that guides every decision I make.

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

Looking ahead to 2026, in-house lawyers will face a dynamic environment shaped by political, technological and global changes. In Peru, the upcoming elections may introduce shifts, requiring in-house counsel to anticipate regulatory changes and guide the business. The accelerated adoption of artificial intelligence and new governance will transform legal operations, demanding quick adaptation and responsible, ethical use of technology. Global geopolitical tensions will continue generating commercial risks, making scenario planning increasingly important, especially for companies doing business worldwide. These external pressures demand a transformation of the legal function, as organisations expect Legal to be strategic, anticipatory and business-oriented – not only experts in law. The challenge now is to translate legal complexity into agile, enabling decisions. To sustain their strategic role, legal teams must rely on technology, simplification, and AI to free capacity for high-value work.

How can general counsel foster a corporate culture that supports ESG principles and compliance across all levels of the organisation?

A strong culture around ESG begins with genuine leadership commitment. It is essential to promote a culture where integrity, sustainability, and compliance form the foundation of how we operate. Our role involves actively contributing to the development of policies, workshops, and documents, speaking up whenever there is a deviation and reminding the team of our ESG principles. Our responsibilities include conducting risk assessments and due diligence on environmental, social and human rights across the value chain. Clear policies and continuous training are vital, but leadership is ultimately what shapes culture. When leaders embody these values, compliance becomes a natural way of working and a source of long-term, sustainable value.