Team Size: 6

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 focus has centred heavily on high-impact infrastructure, public transport systems and complex regulatory frameworks. Most notably, we have been closely involved in the legal structuring, contractual management and regulatory compliance of major public transport initiatives, including key components of metro networks, monorails and cableway lines.

In addition, we recently managed the legal review and structuring of a complex tripartite commercial and financial advisory agreement for a major international transport project. This required balancing cross-border regulatory requirements and drafting detailed administrative and partnership provisions to safeguard our organisation’s commercial and public-sector objectives.

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

Resilience during periods of instability relies on proactive contractual design and agile regulatory oversight. My approach centres on incorporating robust risk allocation and force majeure provisions into commercial contracts from the outset.

When a crisis arises, the legal department must move beyond its traditional advisory role and become a dynamic strategic partner to the business. This means maintaining open channels of communication with regulatory bodies, conducting rapid-response legal audits to assess the organisation’s exposure and providing the executive board with clear, actionable risk-mitigation strategies rather than simply presenting a list of legal obstacles.

General counsel often speak of the need to be strategic to reach the pinnacle of the profession. What does being strategic mean to you?

To me, being strategic means moving beyond the role of legal gatekeeper and acting as a business enabler. A strategic lawyer does not simply assess whether a project complies with the law; they understand the organisation’s long-term commercial objectives and shape the legal framework to help achieve them.

It also requires anticipating regulatory developments, particularly in administrative and public law, and positioning the organisation to capitalise on those changes rather than merely reacting to them.

Based on your experiences in the past year, are there any trends in the legal or business world that you are keeping an eye on that you think other in-house lawyers should be mindful of?

I am closely monitoring the evolving landscape of public-private partnerships (PPPs) and increasingly stringent regulatory compliance requirements for large-scale infrastructure projects across Latin America. As governments seek to modernise public transport and utilities, the intersection of administrative law, international financing and local compliance is becoming increasingly complex.

In-house counsel must therefore develop a strong understanding of both local administrative procedures and international contractual standards to navigate these high-stakes partnerships successfully.