Team size: 11

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

Over the past twelve months, I have played a central role in several strategic initiatives aimed at strengthening the corporate governance framework and supporting long-term value creation at Grupo Energía Bogotá (GEB), a mixed-capital, publicly listed company in the energy sector, with operations across Colombia, Peru, Guatemala and Brazil.

A key area of focus has been the continued enhancement of the Group’s corporate governance model, aligned with OECD standards and international best practices. In my role as director of corporate affairs, I have led efforts to harmonise governance structures across jurisdictions, reinforcing the role of the Board of Directors, strengthening decision-making processes and consolidating policies related to conflicts of interest, transparency and stakeholder engagement. These initiatives have been particularly relevant in the context of increasing interaction with international investors and reinforcing the Group’s institutional credibility.

In parallel, I have been actively involved in the evolution of sustainable financing frameworks, supporting the structuring of sustainability-linked financings that contribute directly to the achievement of the organisation’s strategic and ESG objectives. This has involved ensuring alignment between financing conditions and corporate targets, as well as reinforcing internal governance and accountability mechanisms associated with these instruments.

Additionally, I have advised on cross-border strategic projects and transactions across Latin America. This has required coordinating multi-jurisdictional legal strategies, managing regulatory risks and aligning legal advice with broader business objectives.

Another relevant example is my active leadership in the evaluation of Grupo Energía Bogotá’s potential listing on the New York Stock Exchange, a far-reaching strategic initiative that is currently under assessment. In this process, my legal advice has been instrumental in shaping the corporate governance framework that would enable the Group to meet international standards while preserving critical aspects of our identity as an organisation. Specifically, I have advised the Board of Directors on the design of governance policies intended to ensure business continuity, preserve institutional memory at the Board level and safeguard corporate decision-making from undue political influence. These are not merely compliance requirements; they are strategic decisions that directly influence how the Group is perceived by global investors and how it would be governed over the long term.

This experience reinforces my conviction that the legal function creates the greatest value when legal advice not only protects the business, but also enables growth, fosters strategic partnerships and supports the achievement of long-term corporate objectives.

Finally, I have contributed to strengthening internal governance capabilities within the organisation, including the rollout of policies and initiatives aimed at fostering a strong governance culture. Collectively, these efforts have positioned the legal function as a strategic enabler of business decisions and a key contributor to sustainable growth.

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

One of the most relevant examples of the strategic impact of legal advice in my role has been in the context of corporate structuring and shareholder engagement.

Operating in a highly visible environment with a diversified shareholder base — including a significant public shareholder, minority investors and capital markets oversight — required a carefully balanced approach to governance, transparency and strategic decision-making. In this context, my legal advice played a key role in supporting senior management in designing strategies that strengthened investor confidence while preserving the company’s long-term strategic flexibility.

I worked closely with executive leadership to align governance practices, disclosure standards and stakeholder communication strategies with both regulatory requirements and international best practices. This allowed the organisation to address increasing expectations around transparency and accountability, while ensuring consistency with its business objectives.

In addition, I have been closely involved in integrating legal and ESG considerations into investment and financing decisions. By participating early in the decision-making process, I have contributed to structuring projects in a way that mitigates legal and reputational risks, enhances access to capital and aligns with evolving sustainability standards.

These experiences illustrate the evolving role of the legal function as a proactive and strategic partner, capable of shaping business outcomes and supporting the organisation’s long-term positioning.

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

Artificial intelligence (AI) presents a significant opportunity for legal teams to become more efficient, but it requires a careful approach. It is not about replacing lawyers with machines. Rather, it is about freeing up time so our teams can focus on what truly matters: strategic analysis and decision-making.

At GEB, we have been using AI since 2024. For example, we use AI tools to analyse and classify large volumes of contractual documents, identify key clauses and detect inconsistencies. What previously required weeks of manual review can now be completed in a matter of days. The legal team then focuses on interpreting those results, negotiating the most important terms and ensuring that contracts align with the Group’s strategy.

Implementing AI in the legal function requires clear governance. Any tool must be trained and validated by experienced lawyers. We cannot rely blindly on algorithms. We must also ensure that our legal and business data remain protected; confidentiality is non-negotiable. In addition, the legal team must understand how the tool works and be able to explain its recommendations.

We also see significant potential for AI within the Corporate Secretary function. At GEB, we are exploring tools that can assist in organising board and committee materials, identifying key topics across meeting agendas and minutes, tracking commitments and action items and facilitating compliance with governance requirements. AI can help consolidate large volumes of information, improve traceability of board decisions and support the preparation of meeting documentation more efficiently. However, as with any legal application, these tools must operate within a robust governance framework and always remain under the supervision of experienced professionals who are responsible for ensuring accuracy, confidentiality, and compliance with corporate governance standards.

The integrity of our legal advice is never compromised. AI enhances our speed and coverage, but the ultimate responsibility for the quality of our advice rests with our team.