Team size: 21

Jurisdictions your role covers: LATAM

What are the most significant cases or transactions that your legal team has recently been involved in?

Over the past year, our legal team has been closely involved in initiatives to strengthen our dealer network and improve competitiveness in a challenging market. One key front has been structuring commercial and financial models to support the network, improving liquidity, optimizing capital and aligning incentives between the company and dealers in a sustainable way. We’ve also been deeply involved in strategic negotiations and projects, including supply chain structuring and new business models with multiple stakeholders.

Our role has gone beyond legal review, we’ve helped shape solutions that actually work in practice. At the same time, we’ve reinforced governance and risk management in sensitive matters, always trying to stay ahead of potential issues. We also pushed our legal ops agenda forward, using automation and process improvements to gain efficiency and focus more on strategic work.

What new pressures are you facing from the business as expectations for legal to act as a strategic partner continue to grow?

The main pressure today is being fast without losing quality. The business expects clear answers almost in real time, even in complex situations. There’s less tolerance for delays, but the same expectation for solid judgment and accountability. This pushes legal to be much closer to the business, understanding context quickly and helping move decisions forward. The challenge is finding the right balance, being quick and pragmatic without being superficial, and being careful without slowing things down.

How is your organisation adapting to the rapid evolution of data protection, AI governance and cybersecurity requirements in Brazil?

We’re addressing this through a combination of structure, efficiency and integration. We continue mapping data flows to gain visibility and control, while strengthening governance around data protection and AI use. At the same time, we are automating repetitive tasks and improving processes to reduce risk and increase consistency. A key focus has also been building closer alignment with business and support areas.

What strategies has your legal team adopted to manage disputes and mitigate risks in Brazil’s dynamic business environment?

We focus a lot on anticipation. We try to map risks early, understand where problems might come from and act before they escalate. That means staying very close to the business and keeping a constant eye on regulatory and legal developments. When disputes happen, we take a pragmatic approach, looking for solutions that reduce financial and reputational impact. At the same time, we work on fixing root causes, improving processes, strengthening governance and avoiding the same issues in the future.

How have economic fluctuations, exchange rate volatility or supply chain pressures in 2026 influenced your legal priorities?

These factors have made it even clearer that legal needs to think like the business. In this kind of environment, there’s no standard answer. Decisions involve trade-offs, and legal needs to help structure solutions that make sense financially and operationally, not just legally. Our focus has been to support flexibility while keeping control, helping the business adapt quickly without losing consistency or governance. This requires constant alignment with other areas and a mindset focused on solving problems and enabling decisions.