Team size: Three

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

I help by incorporating legal operational models for decision-making based on historical data, and integrating AI responsibly and in accordance with general and corporate best practices.

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

We have been compelled to incorporate Legal Ops. Not only to incorporate it, but also to fully understand how the emergence of new GPT technologies in legal departments marks a turning point. The greatest value we can bring—provided we have cultivated the necessary qualities and skills—is that of a cross-functional role within companies, delivering not only legal value but also strategic value.

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

AI undoubtedly marks a turning point. The limited use of AI in day-to-day operations yields excellent results, as long as the appropriate guidelines for its use are followed. However, I believe that the GC should go further and identify additional uses of AI, such as in the design, modelling, and implementation of operational models incorporating repositories, automation, metadata, etc. The latter requires the acquisition of new knowledge and time to be invested.

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

The greatest opportunity lies in filling roles that were often unavailable to a GC. I am referring to strategic decision-making roles. To achieve this, training and the development of soft skills will be key. The biggest challenge will be retaining GCs who have developed the qualities described, as their market value will rise, opening doors for them not only within the legal industry but also in other sectors.