Team Size: Four people

Major Legal Advisors: Galicia Abogados, Ritch Mueller, Mijares Angoitia Cortés y Fuentes, Cuatrecasas, Villanueva Ortiz Abogados

Who or what has most influenced your professional development, and how do you continue to build your skills and knowledge?

My greatest professional influence was notary public Fausto Rico, who passed away six months ago. He gave me my first proper opportunity in the legal profession, and I worked with him for around four years. Much of what I know today, not from an academic standpoint but from the realities of day-to-day practice, I owe to him.

From him, I learned how to approach complex legal problems efficiently, the importance of staying up to date with legal developments, and the value of working independently rather than waiting to be told what to do. He also taught me discipline and perseverance, helping me develop the ability to keep a clear head under pressure, whether dealing with a difficult matter in the office or facing a demanding client.

I try to build on what he taught me every day, and I like to think that some of the standards I now set for my own team are a continuation of the principles he instilled in me. His influence remains an important part of how I approach my work, develop professionally and support the people I work with.

What excites you most about the future of the in-house legal profession, and where do you hope to continue developing your career?

I find the impact of artificial intelligence on the legal industry genuinely exciting. Its potential goes beyond drafting contracts, which we already know it can do extremely well. What interests me most is its ability to make sense of information that organisations already possess and turn it into actionable insight.

Since the Bank began operating in Mexico, it has closed an enormous number of transactions. Buried within that history is a wealth of information: operational steps, legal considerations, input from relationship management teams, and interactions with law firms and notaries. Taken together, these records offer a detailed picture of how the organisation works in practice.

Used effectively, AI could allow us to examine this history at different levels of detail, identifying patterns such as recurring operational issues, coordination bottlenecks and inefficiencies that might otherwise go unnoticed because no individual has visibility across the full volume of transactions. This could help legal teams understand not only what happens in individual matters, but also how processes perform across the business as a whole.

Reliable data today will be essential to unlocking these insights tomorrow. The objective is not to replace professional judgement with AI, but to use technology to gain a more complete understanding of how we work. With that broader perspective, in-house legal teams can identify opportunities to improve processes, strengthen collaboration and provide more informed guidance to senior management.

I believe this represents an important opportunity for the in-house legal profession. By combining sound legal judgement with a better understanding of operational data, legal teams can move beyond their traditional advisory role and make a more strategic contribution to the business. I hope to continue developing in this direction, exploring how technology and better use of information can help legal teams work more efficiently and support better decision-making across the organisation.