Team size: Three

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

I believe my role today is to enable growth while ensuring that legal, operational and financial risks remain controlled and manageable. I see my position as a bridge between regional commercial strategy and local execution, translating complex legal structures into practical and commercially viable solutions.

A core part of my work involves negotiating and structuring complex cross-border agreements, including master lease agreements, as well as matters related to critical infrastructure, site deployment and cooperation agreements with other tower companies and competitors. These transactions often require balancing regulatory, contractual and operational considerations, which I address through close collaboration with commercial, technical, finance and regional leadership teams.

Rather than operating as a gatekeeper, I aim to be actively involved early in strategic discussions. This allows potential risks to be identified upfront and addressed through creative structuring, clear risk allocation and pragmatic legal solutions. I also regularly support arrangements where outstanding liabilities or contractual penalties are addressed through alternative commercial approaches. Instead of focusing on immediate cash recovery, we work with the business to transform those situations into new business opportunities, allowing relationships to continue while protecting the company’s long-term interests. For me, supporting growth means finding safe and practical ways to move matters forward, rather than focusing solely on why something cannot be done.

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

From my experience, the legal function has evolved from a reactive, risk control role into a true strategic partner to the business. The greatest value today is created when legal teams are involved early, understand commercial objectives and work alongside the business from the outset.

Modern legal teams add value by actively participating in negotiations, helping the business navigate complex decisions with clarity and confidence, and contributing to structuring solutions rather than limiting discussions to risk avoidance. This requires creativity, flexibility and strong communication skills, particularly in cross-border and regional environments. In my view, the most effective legal teams are those that focus on enabling solutions, providing clear decision-making frameworks and helping the business move forward in a controlled and sustainable way.

What does effective leadership look like for a General Counsel today, and where do GCs have the most impact?

For me, effective leadership today is based on partnership, trust and a strong solution-oriented mindset across the legal team. Legal teams have the greatest impact when they are seen as enablers of the business, capable of balancing legal protection with commercial pragmatism.

Leadership also means creating alignment across multidisciplinary teams, particularly in complex negotiations involving regional stakeholders. By providing clarity, managing risk expectations and proposing structured and practical alternatives, legal teams can help the business move forward decisively while maintaining high legal and ethical standards.

What has been your most significant challenge as General Counsel in recent years, and what did you learn from it? 

One of the most significant challenges I have managed involved the renegotiation of a complex master lease agreement related to a strategic portfolio acquired several years ago in Chile. Differences in execution and evolving client expectations led to the reopening of commercial discussions.

From a legal perspective, the initial priority was to assess and protect the company’s contractual position, while working closely with regional leadership and the commercial, operations and finance teams to define a viable path forward. I led the legal workstream, translating internal business proposals into a cohesive legal and commercial offer for the client.

This experience reinforced the importance of early alignment, cross-functional collaboration and the legal role as a bridge between strategy and execution. It also confirmed that creative legal thinking is often essential to resolving complex, high-stakes commercial challenges.