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

I believe that modern legal management can no longer be limited to reacting to risk; it must evolve into a strategic enabler of the business. In a highly regulated and constantly evolving industry such as telecommunications and technology, my approach has been to integrate the legal function into decision-making at an early stage, enabling growth to take place in a sustainable and responsible manner.

A significant part of my role involves translating regulatory, reputational and operational risks into clear and actionable guidance for commercial and executive teams. This includes supporting digital transformation projects, data privacy initiatives, new product development and engagement with regulators, always aiming to strike the right balance between innovation and compliance.

In recent years, privacy and cybersecurity have become critical areas. As Data Protection Officer, I have led multidisciplinary initiatives to strengthen internal policies, data governance and compliance culture, recognising that customer trust is now one of the most valuable assets of any organisation.

I also consider it essential to build collaborative relationships across business functions. The best outcomes occur when the legal team is no longer perceived as a ‘blocker’, but rather as a strategic partner that helps identify viable and secure paths forward.

Finally, in complex environments, human judgement remains essential. Risk management is not only about interpreting regulations, but also about understanding reputational impact, social sensitivity, regulatory expectations and long-term sustainability.

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

The role of the general counselhas evolved significantly. Today, much more than technical excellence is expected: strategic vision, cross-functional leadership and change management capabilities are required.

General counsels are now actively involved in business discussions, digital transformation, corporate governance, ESG matters, privacy and corporate reputation. In many cases, we are among the few roles within the organisation with a comprehensive view of risk and the impact of decisions across multiple stakeholders.

I believe the greatest value we bring today lies in anticipating scenarios and building trust — trust with the board of directors, regulators, customers and internal teams. The modern legal function must enable organisations to make complex decisions with clarity and accountability.

I also see an important shift towards human-centred leadership. Legal teams face high levels of pressure and constant change, making empathy, communication and talent development critical skills for any general counsel.

In my experience, legal advisers generate the greatest impact when they successfully combine legal expertise, business acumen and organisational influence.

How has AI changed the legal function recently (including in the past year), and how are you approaching it within your team?

Artificial intelligence is transforming the legal function at a very significant pace. Particularly over the past year, we have moved from discussing theoretical possibilities to addressing real impacts on productivity, privacy, intellectual property, cybersecurity and automated decision-making.

From my perspective, the approach to AI must address both opportunity and risk. On the one hand, there is enormous potential to improve efficiency in legal processes, document review, contract analysis and knowledge management. On the other hand, it raises significant challenges related to data governance, responsible use of information and regulatory compliance.

My priority has been to foster internal, multidisciplinary discussions to ensure that the adoption of AI tools takes place under clear standards of privacy, security and ethics. I believe the legal function should accompany innovation — not hinder it — while establishing frameworks that enable the responsible and sustainable use of these technologies.

Additionally, I believe AI is driving a cultural transformation within legal teams. It is increasingly essential to develop more strategic, analytical and business-oriented skills, as many operational tasks will progressively become automated.

Looking ahead, what do you see as the main opportunity or challenge for in-house legal teams?

The main challenge for in-house legal teams will be adapting to an environment in which the pace of business and technology often outstrips the pace of regulation.

Legal departments will need to evolve towards more agile, technology-driven and strategic models, while maintaining high ethical and compliance standards. This involves rethinking processes, adopting digital tools and developing new competencies in leadership, data and change management.

At the same time, I see a significant opportunity: the strengthening of the in-house lawyer’s role as a strategic business adviser. Organisations increasingly require professionals capable of integrating legal, reputational, regulatory and human perspectives into decision-making.

I believe the future will belong to legal teams that successfully combine technical excellence with adaptability, collaboration and innovation.