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

Among several significant cases we have been involved, I would highlight major litigations before the Superior Court of Justice and Supreme Court, as well as contributions, through associations, to improve important legislations being discussed before the legislative and executive powers.

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

The role of legal has changed profoundly in recent years. The business increasingly expects legal to to enables growth, supports innovation, and delivers solutions at the speed the market demands. This shift brings new pressures that challenge traditional legal models. With the widespread availability of generative AI throughout the organisation, business teams now have direct access to tools capable of drafting documents, analysing regulations, and accelerating decision-making. This inevitably challenges the perceived role and necessity of legal. To remain relevant, legal must clearly differentiate its value—not through volume of output, but through judgment, prioritisation of risk, interpretation of complexity, and strategic guidance in ambiguous situations. Speed is another defining pressure. Decision cycles are shorter, competition is more intense, and opportunities do not wait. Legal advice must be practical, objective, and timely, often delivered with incomplete information. The challenge lies in balancing legal certainty with business agility—preserving governance while enabling momentum. This has elevated legal from a reactive function to a proactive voice in strategic planning. 

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

Our approach to AI and data governance has been intentional from the beginning. Rather than resisting innovation, we focused on building a solid governance framework that allows responsible and scalable use of AI. We established clear policies defining approved tools, acceptable use, data boundaries, accountability, and escalation procedures. Training has been a cornerstone of our strategy. Employees with access to AI receive structured guidance on ethics, data protection, confidentiality, and practical risk scenarios. This not only reduces misuse but significantly increases the quality and impact of adoption. Equally important, we made deliberate choices about where to apply AI at scale.

We prioritise use cases that improve client experience, increase productivity, and support revenue generation. Legal plays an active role in defining these priorities and ensuring alignment with LGPD requirements and emerging AI regulation in Brazil. Cybersecurity and data protection are treated as enterprise-level risks. Legal works closely with technology, compliance, and business teams to promote resilience, preparedness, and executive awareness. Our focus is not eliminating risk, but governing it intelligently. 

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

In a dynamic and volatile business environment, our dispute strategy is centered on anticipation, discipline, and selectivity. Preventive action is key. Legal is involved early in business discussions, helping structure transactions, processes, and communications to reduce exposure before disputes arise. This preventive approach consistently delivers greater value than reactive litigation. We also manage disputes through a portfolio approach, distinguishing between strategic, repetitive, and low-impact cases. This allows us to allocate resources efficiently, decide when to settle or litigate, and address root causes that generate recurring disputes.