<strong>Team size:</strong> 40

As Founding Partner and Legal Director, I have led the legal and commercial structuring of complex real estate operations over the past eight years. My role spans negotiating major transactions, implementing innovative legal strategies, and integrating technology into corporate legal management.

My practice focuses on solving unconventional legal challenges by integrating creative commercial structures with robust regulatory compliance. I have worked across multiple areas: project financing, tax optimisation, multinational commercial negotiations, and managing complex relationships with regulatory bodies and public entities.

I believe that the modern General Counsel should be a facilitator of business growth, not merely a risk mitigator. This requires strategic negotiation skills, a clear commercial vision, and a constant commitment to learning in a dynamic and evolving regulatory environment.

I have also been involved in other business initiatives that have given me a diverse perspective on different business models and the legal challenges they present. This multidisciplinary experience allows me to approach complex problems with flexibility and creativity.

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

My role as Legal Director has always prioritised risk prevention. However, throughout my career I have simultaneously worked as an entrepreneur, building and managing companies from within. That dual perspective has led me to understand that whoever leads a legal function must also be a facilitator of growth: finding creative strategies to mitigate risks without losing sight of the commercial challenge. The law should not be an obstacle to business — it should be the tool that makes it possible.

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

The General Counsel who creates the most value today is one who understands the business in its full dimension: from the legal side, preventing and mitigating risks; from the commercial side, understanding the product being brought to market; and from the financial side, understanding the returns that partners and shareholders expect. The modern Legal Director must be transversal across all areas of the organisation. Knowing the law is no longer enough — you have to understand business.

<strong>How has AI changed the legal function recently, and how are you approaching it within your team?</strong>

AI has brought the legal function the challenge of integrating this tool into daily practice. It will likely not replace legal advisers in the short term, but a team that does not use it today already carries a significant disadvantage. Within our organisation, we have always aimed to stay ahead, incorporating AI not just as a productivity tool but as part of our broader operations. At the same time, as managers of business risk, we must establish the necessary safeguards to determine what information we share and how we train our models, avoiding risks around confidentiality and sensitive data management.

<strong>How do you build and maintain a strong legal team?</strong>

A solid legal team is built on shared ethical values. My team understands that we are the organisation’s first line of defence: our colleagues, investors, and clients depend on our integrity and judgement. Cultivating that awareness — that legal work has real consequences for real people — is what drives cohesion, commitment, and excellence.