Team size: 5

What piece of work or project over the past year are you most proud of, and why was it particularly significant for the business?

Over the past year, I have worked on several projects that have been particularly significant for Fibra Mty. To name a few, (i) in February 2026, Fibra Mty entered into an unsecured syndicated credit facility of up to US$265 million, which allowed the company to extend its debt maturity profile; (ii) in March 2026, Fibra Mty successfully completed a US$490 million follow-on equity offering. The offering consisted of a public offering of CBFIs in Mexico and, concurrently, an international primary private offering in the United States pursuant to Rule 144A under the U.S. Securities Act of 1933, and in other countries pursuant to Regulation S under the Securities Act; and (iii) in May 2026, Fibra Mty successfully completed a tender offer for FIBRA Macquarie CBFIs, achieving an acceptance rate exceeding 80% of the outstanding FMQ CBFIs.

This last project was particularly challenging, considering the competitive nature of the transaction and the time constraints. The transaction may have several significant benefits for the business, including increasing Fibra Mty’s scale and operating capacity, while also enhancing market liquidity.

What skills or experiences have been most important in your development as an in-house lawyer so far?

As an in-house lawyer, you act as an internal service provider and strategic partner to the different areas and teams across the business. For that reason, one of the most important skills I have developed is the ability to work collaboratively, have a clear understanding of the business objectives behind each matter, and identify and mitigate legal risks without losing sight of the company’s commercial goals.

I have also learned that being a good in-house lawyer is not only about identifying legal issues, but about translating those issues into practical solutions that allow the company to move forward while managing risk appropriately. This requires understanding the priorities of the company and the different teams, communicating legal considerations clearly, and distinguishing between deal-breaker risks that need to be addressed and those that can be reasonably accepted in light of the business objectives.

In-house legal departments can sometimes be perceived as bottlenecks when their role is focused primarily on identifying obstacles and risks rather than helping solve them. Developing a business-oriented mindset has been particularly important to me, as it allows the legal function to be seen as a partner that helps the business achieve its objectives in a responsible manner.