Career Biography

María Alejandra Díaz Granados is Vice President, Legal for Colombia and Venezuela at Willis Towers Watson, where she leads the legal function and defines the legal and regulatory strategy across both jurisdictions. She acts as the most senior legal advisor to the business, playing a critical role in enabling commercial growth while safeguarding the company’s risk and compliance framework

With over 17 years of experience in the insurance sector, María Alejandra brings a deep understanding of complex regulatory environments and highly structured financial products. Her career spans leading insurance companies and top-tier legal practice, where she has advised on banking, insurance and capital markets matters.

Maria Alejandra also leads corporate governance at a regional level, managing board and shareholder relations and overseeing key corporate and regulatory matters. Her responsibilities include the negotiation of complex commercial agreements, regulatory engagement with supervisory authorities and the implementation of legal frameworks impacting the operations

Maria Alejandra holds an LL.M. in Banking and Financial Law from Boston University School of Law (2016), and multiple postgraduate specialisations in Commercial Law (2011), Insurance Law (2020), and Financial Legislation (2019), from leading institutions in Colombia and Spain, including Pontificia Universidad Javeriana, Universidad de los Andes, and the University of Salamanca.

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

Over the past twelve months, I have led key legal initiatives across Colombia and Venezuela, working in highly regulated and constantly evolving environments. A major focus has been the execution of capitalisation processes in Venezuela, where the regulatory framework is particularly complex and subject to continuous change.

In this context, I led the legal strategy, working closely and proactively with regulators to ensure full compliance while allowing the business to continue operating in a very constrained market. This required not only interpreting regulatory changes, but also anticipating expectations and aligning internal stakeholders around viable solutions. As a result, we strengthened the company’s regulatory position and ensured its continuity in a challenging environment.

At the same time, I have been involved in M&A initiatives in Colombia, supporting due diligence, structuring and negotiations. My focus has been on making sure that transactions are both commercially viable and fully aligned with regulatory requirements, helping the business move forward with confidence and controlled risk.

Across both jurisdictions, I also play a key role in ongoing regulatory engagement and corporate governance, advising senior management and maintaining close relationships with regulators to support informed and timely decision-making.

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

A clear example is my involvement in shaping the company’s capital and regulatory strategy in Venezuela, within a highly complex and uncertain legal environment.

Faced with evolving regulatory constraints that directly impacted the viability of operations, I worked closely with senior management to design a legally sound and commercially viable approach to capitalisation and compliance. This involved not only interpreting regulatory changes, but also engaging proactively with regulators and anticipating their expectations in order to identify feasible strategic options.

My advice enabled the business to make informed decisions regarding capital allocation, risk exposure, and market positioning. As a result, the company was able to maintain its operations and strengthen its regulatory standing, despite significant external constraints.

In parallel, my involvement in M&A initiatives in Colombia has also directly influenced commercial outcomes. By identifying regulatory risks early and shaping transaction structures accordingly, I have supported more efficient negotiations and reduced execution uncertainty.

Across both contexts, I act as a strategic partner to the business, ensuring that legal advice not only mitigates risk, but also enables decision-making, supports growth and protects long-term sustainability.

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 in recent years, moving beyond a traditional legal advisory function to become a strategic partner to the business. Today, in-house lawyers are expected not only to manage legal risk, but also to actively contribute to business decision-making, support growth initiatives and help navigate increasingly complex regulatory environments.

Modern in-house lawyers must be multifunctional, combining strong legal expertise with commercial awareness, adaptability and the ability to work closely with different areas of the organisation. This requires a deep understanding of the business, the industry and the regulatory landscape, as well as the ability to anticipate risks and translate legal complexity into practical and actionable advice.

Another key aspect of this evolution is the growing importance of technology and artificial intelligence. AI tools are increasingly being integrated into legal functions to improve efficiency in areas such as contract review, legal research, document automation and compliance monitoring. These tools allow legal teams to deliver faster, more consistent and data-driven support to the business.

However, while AI enhances productivity, it does not replace the judgment, accountability and ethical responsibility of the in-house lawyer. It remains essential to apply critical legal reasoning, ensure the accuracy and reliability of outputs, and maintain oversight in decision-making, particularly in complex or high-risk matters.

In this context, the most important attributes for the modern in-house lawyer include strategic thinking, adaptability, strong communication skills and sound judgment, as well as the ability to leverage technology effectively without losing the human perspective. Ultimately, the role requires balancing innovation and efficiency with responsibility, integrity and a clear understanding of the company’s long-term objectives.

How do you manage situations where legal advice and commercial objectives conflict?

I analyse situations where legal advice and commercial objectives may diverge as part of the value that in-house lawyers bring to the business, rather than as a conflict.

My approach is to first understand the commercial objective in depth — what the business is trying to achieve, the timing and its impact. This allows me to frame legal risks in a way that is relevant and actionable.

Instead of focusing on limitations, I aim to provide practical alternatives that allow the business to move forward within an acceptable level of risk. In many cases, it is less about whether something can or cannot be done, and more about how it can be structured differently.

At the same time, I am very transparent about risks and their implications. I believe trust comes from clarity, so my role is to make sure decision-makers understand the full picture while still having flexibility.

Ultimately, I see my role as helping the business make better-informed decisions, ensuring that legal is not a barrier, but a function that supports sustainable growth.