What are the key projects you have been involved in over the past twelve months?

Over the past year, I have led a portfolio of high-impact, business-critical initiatives across the Latin-American region, where legal played a central role in enabling strategy, mitigating risk and preserving enterprise value. I led the legal strategy addressing the healthcare system financial crisis, including the bankruptcy of a major distributor with significant receivables exposure. I implemented insolvency-protection frameworks, revised contractual safeguards and supported new commercial models. These actions enabled insurance recoveries, preserved revenue streams and strengthened resilience across all divisions. I also led complex regulatory and litigation matters, including the defense of key brands under regulatory scrutiny and the coordination of tax and customs litigation. This resulted in multiple favourable rulings and a substantial reduction of financial exposure, while protecting critical revenue streams and ensuring regulatory alignment.

Another key project was the stamp tax project, where I challenged perspectives from different external expert counsel and tax area, defining an approach in compliance with laws and regulations, implementing actions such modifying contract templates and giving training to the business teams, thus eliminating exposure across divisions.

Since October 2025, I have been appointed as the leader of the Optimisation Center team, a regional legal resource driving strategic impact across Latin America and Canada. In this role, I focus on optimising legal processes and enhancing operational efficiency, including strengthening corporate governance frameworks and standardising contract policies and procedures. I have led the development of tools and resources to better organise litigation matters and generate data-driven insights that inform legal strategy. Additionally, I have fostered stronger collaboration with cross-functional teams by defining clear roles and responsibilities, while building and leveraging regional knowledge to drive consistency and scalability. A key priority has also been the development of talent, ensuring the team is well-equipped to deliver sustained, high-value support to the business.

Can you describe an instance where your legal advice directly influenced business strategy or commercial objectives?

A defining example was my role in reshaping the institutional (public) channel commercial strategy in response to healthcare reforms that required pharmaceutical companies to assume expanded operational responsibilities and adjust their go-to-market structures. I conducted a comprehensive legal and strategic assessment, identifying key regulatory, antitrust, and operational risks, and designed a new contractual framework to effectively mitigate exposure. As a result, my advice directly influenced the company’s commercial approach, enabling it to preserve access to a critical revenue channel, remain competitive and align with evolving regulatory requirements, while operating within a controlled and well-defined legal risk framework.

What key trends should in-house counsel be monitoring over the coming months?

One of the most important trends in-house counsel should be monitoring in the coming months is the increasing focus on people development as a critical driver of organisational sustainability. In-house counsel are expected not only to manage legal risk, but also to build strong, future-ready teams capable of supporting evolving business needs. This requires a deliberate and structured approach to talent development, where Individual Development Plans (IDPs) play a central role. As leaders, we must co-create and actively support these plans to ensure our teams are prepared to step into key leadership positions over time. As in-house lawyers we should take seriously and appropriately our development plans to improve our career development. A robust IDP goes beyond training; it aligns individual aspirations with organisational priorities and succession planning. By embedding this approach, legal teams can strengthen their internal pipeline, increase engagement, and ensure continuity in critical roles. Ultimately, investing in people in a structured way positions the legal function as a sustainable, strategic partner to the business.

Since people development one of the core priorities of my leadership, I stay informed about trends such as experiential learning, skills-based development, succession models and well-being as a driver of engagement. I take the development planning process very seriously, approaching it as a living document that must be regularly reviewed in collaboration with each in-house lawyer of my team as its owner.

How has the role of general counsel evolved, and what are the most important attributes for the modern in-house lawyer?

The role of the general counsel has evolved significantly from a solely technical legal expert to a strategic business partner embedded in decision-making. In-house lawyers are expected not only to identify risks, but also to help shape the culture of the Organisation and participate in the business strategy, enabling growth while protecting enterprise value. This requires a proactive, commercially driven mindset, combined with a holistic approach — integrating knowledge of finance, political context, and macroeconomic trends — while delivering practical, timely advice aligned with business priorities, without compromising independence. In leading organisations such as Abbott, this evolution is particularly evident: legal teams focus on high-value, strategic and complex matters, while routine and administrative tasks are streamlined or reallocated. Additionally, in-house lawyers increasingly extend their influence beyond the organisation, actively participating in industry groups and public forums, contributing to the development of laws, regulations and policy frameworks. As a result, key attributes include strong business acumen, strategic thinking, and effective stakeholder communication. Agility, sound judgment and leadership are always essential, but particularly in managing external counsel. Ultimately, success depends on combining technical excellence with the ability to drive impact and shape both business and external environments.