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

In 2025, my team was involved in a number of complex cross border transactions across Latin America, particularly in highly regulated sectors such as energy and infrastructure.

These transactions are representative of the type of work we have been prioritizing: large scale investments executed in partnership with sophisticated global sponsors, requiring careful structuring and navigation of multi-jurisdictional legal and regulatory frameworks, including in challenging jurisdictions such as Mexico and Peru.

In leading these efforts, I have placed particular emphasis on the negotiation and implementation of robust governance frameworks, especially in the context of minority investments. This has involved a disciplined approach to shareholder rights, decision making processes, and the design of exit rights and mechanisms that ensure long term alignment while protecting downside scenarios.

Given the regulatory complexity involved, compliance has been a central consideration throughout. My team has worked closely with internal stakeholders and external counsel not only to address regulatory, compliance and ESG requirements from structuring through execution, but also to embed contractual protections to ensure that the underlying businesses we are investing in operate in accordance with the highest compliance and ESG standards on an ongoing basis.

These transactions reflect how we approach our mandate: combining legal judgment, commercial awareness and disciplined risk management to support the execution of complex investments.

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

As expectations for legal to act as a strategic partner to the business teams continue to grow, the pressure has shifted in a very tangible way. It is no longer about handling volume. It is more about operating with speed, sound judgment and the ability to provide clear direction in an environment that is increasingly uncertain and complex.

In Latin America in particular, political and economic uncertainty, combined with broader global disruptions, has made the operating environment more dynamic and volatile and, at times, less predictable. In this context, I see the role of legal as helping the business navigate ambiguity with confidence.

To do this effectively, I have focused on ensuring that legal is consistently embedded in the business. This means being involved early, understanding the strategic objectives, and contributing to shaping outcomes rather than simply reacting to them. It also requires a willingness to engage proactively and to take ownership alongside the business.

At the same time, I expect my team to remain continuously informed not only on legal and regulatory developments, but also on broader market trends and technological change. The evolution of AI is a clear example. It is creating both an opportunity and an expectation for legal teams to operate more efficiently and with greater reach. Using these tools in a thoughtful and disciplined way is now part of how we work and deliver value.

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

Economic volatility, exchange rate fluctuations and supply chain pressures have reinforced the need for legal to operate with a broader perspective. In practice, this means that my priorities extend beyond legal analysis and require a continuous focus on how macroeconomic and geopolitical developments may affect the business.

I approach these dynamics by seeking to understand how external factors translate into concrete risks for our investments, our counterparties and the environments in which we operate. This allows legal to engage early and to work with the business in embedding appropriate protections from the outset.

In a more volatile context, I have placed greater emphasis on ensuring that our agreements are structured to perform under a range of scenarios. In practice, this means a more deliberate approach to risk allocation, including clear protections around downside cases, well defined governance and consent rights, and exit mechanisms that provide flexibility if conditions change. Where appropriate, we also focus on incorporating pricing and valuation protections, as well as contractual levers that allow us to respond to changes in the operating environment. Similarly, supply chain and operational uncertainties have increased the importance of enhanced diligence and stronger contractual protections around counterparties and underlying assets.

More broadly, these developments have reinforced my view that legal cannot operate in isolation. To be effective, it must be closely connected to the business and to the external environment. Our role is to anticipate where risks may emerge, address them in a structured way, and support the business with clear and practical guidance as conditions evolve.