Team size: 3

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

Over the past twelve months, my work has focused on supporting Diageo Colombia’s business strategy from a legal, compliance and governance perspective. As Legal Director and a member of the executive committee, my role goes beyond traditional legal advice: I work closely with the leadership team to anticipate risk, enable growth and ensure that decisions are taken with a strong governance framework.

Key areas of involvement have included advising on commercial strategy, route-to-market matters, crisis management, regulatory and compliance issues, corporate governance and business-critical negotiations (i.e. local production of Diageo’s products and investments). In each case, my objective has been to provide practical, business-oriented legal advice that allows the company to move forward with confidence while protecting its reputation, licence to operate and long-term interests.

A significant part of my contribution has also been embedding legal and compliance considerations into business decision-making at an early stage. This has helped the organisation assess risks more proactively, improve internal alignment and make decisions that are not only legally sound, but also commercially effective and consistent with Diageo’s values.

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

As a member of the executive committee, I regularly participate in strategic discussions where legal advice directly shapes commercial decisions. One example is the way legal input has been integrated into the evaluation of business initiatives involving commercial execution, route to consumer, local production, regulatory considerations and reputational risk.

In these situations, my role is not limited to identifying legal constraints. I aim to translate legal and compliance risks into business-relevant considerations, helping the leadership team understand the possible consequences of different courses of action. This allows the business to adjust strategy where necessary, design appropriate controls and pursue commercial objectives in a responsible and sustainable manner.

I believe the greatest value of an in-house legal function is not simply to say whether something can or cannot be done, but to help the business find the right way to achieve its objectives. Legal advice is most impactful when it enables informed decision-making and creates trust across the organisation.

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

The role of general counsel has evolved from being primarily a technical legal adviser to becoming a strategic business partner. Today, in-house lawyers are expected to understand the business deeply, anticipate risk, influence decisions and contribute to the organisation’s broader priorities.

The modern in-house lawyer must combine legal excellence with commercial judgment, leadership and emotional intelligence. It is essential to communicate complex legal issues in a clear and practical way, to build trust with senior stakeholders and to remain calm and solution-oriented in moments of pressure.

In my view, the most effective legal leaders are those who can protect the business while also enabling it. This requires integrity, courage, pragmatism and a strong sense of ownership over the company’s reputation and long-term success.

How can in-house counsel use AI to improve efficiency while maintaining quality, governance and integrity within legal teams?

AI offers a significant opportunity for legal teams to improve efficiency, particularly in areas such as legal research, document review, contract analysis, knowledge management and the preparation of first drafts. Used properly, it can free lawyers from repetitive tasks and allow them to focus on higher-value strategic work.

However, legal teams must approach AI with strong governance. Confidentiality, data protection, accuracy, accountability and ethical use are essential. AI should support legal judgment, not replace it. In-house counsel need to ensure that outputs are reviewed critically, that sensitive information is protected and that the business understands both the opportunities and limitations of these tools.

For legal departments, the challenge is to embrace innovation without compromising quality or integrity. The most successful teams will be those that use AI responsibly, with clear policies, proper training and a culture of professional accountability.

How can general counsel help drive responsible governance and ethical decision-making across an organisation?

General counsel play a central role in promoting responsible governance because they are often positioned at the intersection of law, strategy, risk and corporate values. This gives them a unique ability to influence not only whether decisions are legally compliant, but also whether they are responsible, ethical and sustainable.

In practice, this means creating the right conversations at leadership level, asking difficult questions when necessary and ensuring that governance is embedded in decision-making processes. It also requires building a culture where compliance is not seen as a barrier, but as part of how the business creates value and earns trust.

For me, ethical decision-making depends on consistency, transparency and leadership. Legal teams must help organisations do the right thing, even when the answer is not the easiest or most commercially attractive in the short term. That is where the general counsel can have a meaningful and lasting impact.