Team Size: 5

What are the most significant cases, projects or transactions that you and your legal team have recently been involved in?

Over the past year, our legal team has played a strategic role in supporting Grupo Progreso’s integration and transformation in the Dominican Republic, advising on complex financial, regulatory and operational matters that are critical to business continuity.

One of our most significant matters, which is strictly confidential, has been providing comprehensive legal support for the refinancing of debt arising from Grupo Progreso’s acquisition of CEMEX’s operations in the Dominican Republic. Our role has included coordinating with local and international counsel, financial institutions and corporate teams; negotiating financing documentation; assessing legal and regulatory risks; implementing the required corporate structure; and ensuring compliance with all applicable legal requirements. This transaction is key to strengthening the Group’s financial position following the acquisition.

We have also led the legal support for strategic industrial and energy projects, including the legal structuring of a new operating model to ensure the continuity of an electricity generation concession, the negotiation of critical commercial agreements and engagement with the relevant regulatory authorities.

In parallel, we have strengthened the company’s compliance and corporate governance framework in response to the Dominican Republic’s new corporate criminal liability regime by updating policies, reinforcing internal controls and preparing the organisation to align with international compliance standards, including ISO 37301.

Beyond traditional legal advice, our legal team has become a strategic business partner, supporting decision-making from the early stages of key projects while proactively managing legal risks and enabling sustainable business growth.

How do you approach managing legal matters during periods of instability or crisis to ensure the organisation’s resilience?

In a highly regulated industry such as construction materials, I believe the legal function plays a critical role in maintaining business resilience by anticipating risks and supporting informed decision-making.

My approach is based on three principles: anticipation, collaboration and governance. We proactively identify legal, regulatory and reputational risks, assess their operational and financial impact, and deliver practical solutions that support the company’s business objectives.

Close collaboration with Operations, Finance, Commercial and Compliance teams has been essential during the integration of CEMEX’s former operations, the refinancing process and strategic regulatory and industrial projects, enabling Legal to contribute beyond its traditional advisory role.

I also believe that strong governance and an effective compliance culture are fundamental to organisational resilience. Strengthening internal controls and embedding preventative legal practices have enabled the company to respond confidently to regulatory changes while maintaining operational continuity.

Rather than simply managing crises, my objective is to ensure that the legal function provides the certainty and strategic support the business needs to make sound decisions, manage risk effectively and achieve sustainable long-term growth.

What do you think are the most important attributes for a modern in-house counsel to possess?

I believe the most important attribute of a modern in-house counsel is the ability to combine sound legal judgement with a deep understanding of the business. Today’s legal function is expected to go beyond identifying risks; it must provide practical solutions that enable the organisation to achieve its strategic objectives while maintaining an appropriate balance between risk management and business opportunity.

A proactive mindset is equally important. Rather than becoming involved only when issues arise, in-house counsel should engage from the earliest stages of strategic initiatives, anticipate legal, regulatory and reputational risks, and work alongside business teams to develop solutions that support operational continuity and informed decision-making.

Another essential attribute is the ability to build trusted relationships across the organisation. This requires understanding the operational realities of the business, communicating legal matters clearly and practically, and earning credibility as a strategic adviser rather than being perceived solely as a legal reviewer. In my experience, the most effective legal solutions are achieved through close collaboration with multidisciplinary teams.

Finally, continuous learning and adaptability have become indispensable. Regulatory developments, digital transformation, evolving compliance expectations and emerging technologies require in-house counsel to continually strengthen their expertise while promoting strong corporate governance and a culture of integrity.

After more than 15 years in the construction materials industry, I have learnt that the true value of an in-house legal team is not measured solely by its ability to mitigate risk, but by its capacity to provide the legal certainty that enables the business to execute strategic projects, navigate complex challenges and achieve sustainable long-term growth.

How can General Counsel foster a corporate culture that supports ESG principles and compliance across all levels of the organisation?

ESG and compliance become truly effective when they are integrated into the way the business operates, rather than being treated as standalone legal initiatives. In my experience, the legal function plays an important role in ensuring that these principles are embedded in decision-making, governance, and day-to-day operations across the organisation.

This requires working closely with business leaders to understand operational challenges, identify legal and regulatory risks at an early stage, and develop practical solutions that support the company’s objectives while maintaining high ethical and compliance standards. Building a culture of compliance is not only about implementing policies; it is about ensuring that people understand how those policies support the business and apply them consistently in their day-to-day responsibilities.

Training and continuous communication are also essential. Employees are more likely to embrace compliance when legal guidance is practical, accessible, and aligned with the realities of the business. Equally important is the commitment of senior leadership, as organisational culture is ultimately driven by example.

Recent regulatory changes in the Dominican Republic, particularly the introduction of corporate criminal liability for legal entities, have reinforced the importance of strengthening governance, reviewing internal controls and promoting a preventative approach to compliance. These developments have also confirmed that ESG and compliance are increasingly becoming business priorities rather than purely legal matters.

From my perspective, the role of an in-house legal team is to help the organisation make responsible decisions, strengthen its governance framework and create an environment in which integrity and compliance support sustainable business growth.