Team Size: 15 professionals

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

The past year has been one of the most rewarding of my career, as I have had the opportunity to help shape the legal foundations of some of the Dominican Republic’s most significant public sector reforms.

One project I am particularly proud of is the Digital Administration Bill, which establishes the country’s legal framework for digital governance and was developed with technical support from ECLAC to align it with international best practices. I also contributed to the legal work behind Law No. 45-25, which created the new Ministry of Finance and Economy, a structural reform that required the redesign of institutional responsibilities and the maintenance of legal coherence throughout the transition.

Alongside these initiatives, we have advanced the proposed Civil Service Law reform, supported the legal review of the restructuring of the education sector and worked on numerous legislative and regulatory instruments related to institutional modernisation and regulatory improvement.

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

Periods of uncertainty are precisely when legal teams can make the greatest difference. During times of change, our role is not to slow down decision-making, but to help institutions move forward safely by anticipating legal risks at an early stage, encouraging cross-disciplinary collaboration and ensuring that legal frameworks remain sufficiently flexible to support change while preserving legal certainty and public trust.

Digital transformation adds new dimensions to this responsibility. Governance, cybersecurity and data protection can no longer be treated as purely technical matters; they must be incorporated into legal and policy design from the outset. Resilient institutions are those that combine sound governance with the capacity to innovate responsibly.

What does being strategic mean to you?

For me, being strategic means helping institutions address tomorrow’s challenges before they become today’s problems. The legal function creates the greatest value when it is involved from the earliest stages of decision-making, helping to shape policies and governance models rather than simply reviewing them once they have already been designed.

Today’s lawyers must be comfortable discussing technology and public management, not only legislation. Bringing these perspectives together enables us to design legal solutions that are both practical and sustainable, creating the legal certainty that allows institutions to innovate with confidence.

What do you think is the greatest innovation you have enacted in the past year?

If I had to identify one innovation, it would not be a technology, but rather a shift in how legal teams contribute to public sector reform. Traditionally, lawyers become involved once policy decisions have already been made. Over the past year, we have worked to integrate legal analysis from the very beginning of major reform processes, allowing legal considerations to help shape institutional design rather than simply validate it afterwards.

This approach has strengthened key initiatives such as the Digital Administration Bill, the proposed Civil Service Law reform and the legal work behind Law No. 45-25. Alongside the adoption of new technologies, I believe the real innovation lies in demonstrating that legal expertise creates the greatest value when it helps build reforms, rather than simply reviewing them.