In an increasingly complex global environment, how are you helping your organisation navigate risk while still supporting growth?

The key differentiator lies in finding mechanisms that allow the business to move forward with legal certainty, operational efficiency, and regulatory sustainability at the same time. The legal function cannot be limited to identifying contingencies; it must participate from the design stage of the commercial, technological, and operational strategy. Value is created when in-house counsel understands the business, interprets the regulatory environment, and transforms complexity into viability.

To achieve this, the legal function must develop capabilities that go beyond traditional legal knowledge and integrate management, data analysis, technology, and strategic vision.

How has the role of General Counsel evolved in recent years, and where do you see GCs creating the most value today?

The role has evolved from a predominantly technical function into a hybrid position where law, management, technology, and corporate strategy converge. The role must understand the operational and economic impact of its decisions, not only their regulatory dimension.

This composite position of the General Counsel responds to the need to integrate traditionally isolated areas and accelerate decision-making in complex environments.

Currently, the greatest area for evolution lies in the ability to design processes, manage information, incorporate technology, and generate useful metrics for the business.

How do you build and maintain a strong legal team?

Perhaps one of the key aspects in strengthening a legal team is its professional consolidation; in other words, preventing the burnout many legal teams experience as a consequence of the tension between increasing work demands and the tools with which they were, in many cases, originally trained.

When the team’s preparation does not keep pace with the speed of change within the company, loss of motivation and emotional exhaustion begin to appear, ultimately resulting in a weakened team.

Strengthening a legal team is not only about improving response times or distributing workloads more effectively, but also about consistently investing in the training and professional development of its members. Training not only improves competencies; it also restores purpose, technical confidence, and personal motivation.

The strongest teams are those that clearly understand their purpose: what they do, why they do it, and where they want to grow. Building a legal team with high professional standards is an ongoing task and, probably, one of the greatest leadership challenges within the legal function.

In an increasingly complex global environment, how are you helping your organisation navigate risk while still supporting growth?

The key differentiator lies in finding mechanisms that allow the business to move forward with legal certainty, operational efficiency, and regulatory sustainability at the same time. The legal function cannot be limited to identifying contingencies; it must participate from the design stage of the commercial, technological, and operational strategy. Value is created when in-house counsel understands the business, interprets the regulatory environment, and transforms complexity into viability.

To achieve this, the legal function must develop capabilities that go beyond traditional legal knowledge and integrate management, data analysis, technology, and strategic vision.

How has the role of General Counsel evolved in recent years, and where do you see GCs creating the most value today?

The role has evolved from a predominantly technical function into a hybrid position where law, management, technology, and corporate strategy converge. The role must understand the operational and economic impact of its decisions, not only their regulatory dimension.

This composite position of the General Counsel responds to the need to integrate traditionally isolated areas and accelerate decision-making in complex environments.

Currently, the greatest area for evolution lies in the ability to design processes, manage information, incorporate technology, and generate useful metrics for the business.

How do you build and maintain a strong legal team?

Perhaps one of the key aspects in strengthening a legal team is its professional consolidation; in other words, preventing the burnout many legal teams experience as a consequence of the tension between increasing work demands and the tools with which they were, in many cases, originally trained.

When the team’s preparation does not keep pace with the speed of change within the company, loss of motivation and emotional exhaustion begin to appear, ultimately resulting in a weakened team.

Strengthening a legal team is not only about improving response times or distributing workloads more effectively, but also about consistently investing in the training and professional development of its members. Training not only improves competencies; it also restores purpose, technical confidence, and personal motivation.

The strongest teams are those that clearly understand their purpose: what they do, why they do it, and where they want to grow. Building a legal team with high professional standards is an ongoing task and, probably, one of the greatest leadership challenges within the legal function.