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

As head of legal in the Andean Region, I’m involved in the transformation of the business in Colombia from a legal perspective, together with the Leadership team and senior management. I am leading the M&A transaction/sale of the Home Care business in Colombia from a legal perspective, which includes key and traditional brands like: Fab, 3D etc.

I’m also involved in governance and protecting the business from potential risks by enabling smart risk‑taking and creating sustainable value from a legal perspective. I also lead cross-functional alignment in compliance: as a member of the Business Integrity Committee, I ensure compliance with regulation and policies of the company in a seamless cross-functional alignment.

I ensure seamless Integration with powerhouse team, helping to accelerate the interaction between internal stakeholders and simplify business execution. The modernisation of the legal function is another key responsibility, through artificial intelligence (AI) tools, protecting corporate and personal data.

As legal leader, I’m involved in supporting the Latin America innovation pipeline (Beauty & Wellbeing Category) through a strong strategic framework to ensure best-in-class products for consumers and clients.

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

A clear example of how my legal advice directly influenced business strategy was during the transformation of the business in Colombia and the M&A transaction involving the sale of the Home Care business, which included iconic and traditional brands such as Fab and 3D. From the outset, my role went beyond providing legal execution support. I worked closely with the leadership team and senior executives to shape the strategic roadmap from a legal perspective, ensuring that key commercial objectives could be achieved while managing complex legal, regulatory and operational risks. My advice helped define the structure and sequencing of the transaction, balancing speed, value preservation and risk mitigation in a highly visible and sensitive process.

Critically, I introduced a smart risk-taking approach, enabling the business to move forward confidently rather than adopting an overly conservative position that could have delayed or reduced value. This included clear governance frameworks, decision-making guardrails and escalation mechanisms, which allowed leaders to make informed commercial decisions aligned with both regulatory constraints and strategic priorities. In parallel, I supported the seamless integration of internal stakeholders by simplifying legal processes and accelerating interactions between business teams, ensuring that legal requirements did not become a bottleneck during execution. This approach directly supported continuity of operations, protected brand equity and safeguarded long-term value creation.

Likewise, my legal advice has influenced broader commercial objectives by supporting the Latin America innovation pipeline within the Beauty & Wellbeing category. By providing a strong strategic legal framework around innovation, brand activity and compliance, I have enabled the launch of best-in-class products for consumers and clients while protecting the company’s integrity and reputation.

Finally, as an active member of the Business Integrity Committee, my role in driving cross-functional compliance alignment has ensured that regulatory and policy obligations are embedded into business decisions, supporting sustainable growth and reinforcing trust with stakeholders. Overall, these instances demonstrate how legal leadership, when integrated early and strategically, can directly shape business outcomes — protecting the company, enabling transformation, and accelerating value creation.

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 a predominantly technical and reactive function into a strategic leadership role. Today’s GC is expected to act as a trusted business partner, influencing strategy, enabling growth and supporting transformation — while safeguarding the company’s integrity. The most important attributes include strong commercial acumen, sound judgment in managing risk, the ability to communicate clearly with senior leadership and a proactive mindset. Equally important are adaptability, cross-functional leadership and the courage to promote ethical decision-making, even under pressure.

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

AI can significantly enhance efficiency by supporting document review, contract standardisation, research and first-draft preparation. However, its use must be governed by clear policies to protect confidential and personal data and ensure accountability. In-house counsel should position AI as an enabler — not a substitute — for legal judgment. Strong review protocols, restricted data use and continuous training are essential to maintaining quality, integrity and trust while freeing legal teams to focus on higher-value, strategic work.

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

General counsel play a critical role in shaping ethical culture by setting the tone, modelling integrity and embedding governance into everyday decisions. Through active participation in governance bodies, such as business integrity committees, and close engagement with leadership teams, GC can ensure that ethical considerations are factored into strategy, not treated as an afterthought. Strong governance builds trust, resilience and long‑term value.