What are the most significant cases, projects and/or transactions that you and/or your legal team have recently been involved in?

I have recently been involved in the acquisition of Hispasat by Indra, a transaction characterised by a lengthy period between signing and closing, during which significant work was required to fulfil conditions precedent and obtain the necessary regulatory authorisations.

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

I tend to approach legal matters during periods of instability in a proactive rather than reactive manner, ensuring early involvement in key projects from the outset.

What strategies do you employ to ensure the successful digital transformation of a legal department while maintaining compliance with your country’s data protection laws?

I address this challenge by combining both elements, ensuring that technology and compliance develop in parallel and in a coordinated manner.

Have you had any experiences during your career as a lawyer that stand out as particularly unique or interesting?

I have been fortunate to work with people from whom I have learned a great deal. The moments in which you are required to perform under pressure—whether dealing with highly significant matters or operating in demanding, high-level environments—are often those from which you learn the most.

Beyond your corporate responsibilities, is there a cause, within the legal profession or in wider society, that you are particularly passionate about? How does this influence your leadership style as general counsel?

What I particularly value in my role is the opportunity to go beyond purely legal matters and engage with the broader human dynamics of the organisation—especially managing strong personalities and senior-level stakeholders. Navigating these environments requires judgement, emotional intelligence, and balance, all of which shape my leadership style. It has reinforced the importance of listening, building trust, and maintaining clarity of purpose, particularly in high-pressure situations.

What factors influence your team’s decision to use external legal services versus handling matters in-house, and what criteria are used to evaluate their performance?

Our decision to engage external counsel is primarily driven by the strategic importance and complexity of the matter, as well as the required expertise, internal capacity, and timing considerations.

When evaluating external advisers, we focus on their commercial understanding, depth of experience, responsiveness, and overall value for money.

How does your team contribute to the overall business strategy of the company? Can you share an example of a recent legal-led initiative that had a significant impact?

Our legal team is involved in projects from the outset, adopting a proactive rather than reactive approach. This early involvement allows us to anticipate risks, shape decision-making, and contribute to the structuring of initiatives in a way that aligns with the company’s strategic objectives. As a result, we are seen across the organisation as true business partners, rather than simply legal reviewers.

Looking ahead, what structural changes do you foresee in the Spanish legal and regulatory landscape over the next five to ten years?

Looking ahead, I expect the Spanish legal and regulatory landscape to increasingly demand in-house lawyers who are not merely interpreters of the law, but genuine strategic partners to the business. This will require a deeper integration of legal risk into business strategy, with legal teams playing a more active role in shaping commercial decisions.