team size 26
What are the most significant cases, projects, or transactions that you and your legal team have recently been involved in?

Over the past year, my team has led an international dual-listing process for the company, involving a US SEC registration alongside a listing on the Bolsa Mexicana de Valores. This has been one of the more complex capital markets exercises undertaken by a Mexican energy company, spanning governance restructuring, disclosure controls and coordination with legal counsel across multiple jurisdictions.
In parallel, we supported a significant acquisition that required us to assess its impact on the same listing process under both US and Mexican securities rules. We also negotiated a long-term firm gas supply agreement underpinning two of our pipeline systems, and completed a land acquisition structured through a real estate trust. The latter required us to reconcile Mexican hydrocarbon easement law with international lender standards on land rights and resettlement.

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

My approach centres on three things: proximity, structure and speed of judgement.
Proximity means that Legal sits close enough to commercial and operational teams to identify risks as they emerge, rather than only once they have become a crisis. Structure means having pre-established frameworks, including escalation protocols, delegation of authority and approval tiers, so that when something urgent arises, we are executing a plan rather than improvising governance under pressure.
Speed of judgement means being comfortable providing directionally sound advice quickly and refining it as circumstances develop, rather than waiting for perfect certainty while the business waits.
In a sector such as energy infrastructure, where regulatory, geopolitical and counterparty risks constantly intersect, resilience comes less from avoiding disruption and more from having the institutional muscle memory to absorb it without compromising compliance discipline.

We are currently living through a time of geopolitical change, and the world order that we have come to take for granted for many years is being rewritten. Does this affect your company’s risk profile and, if so, what are you doing to mitigate this?

Yes. Cross-border capital markets and energy infrastructure are directly exposed to shifting trade policies, sanctions regimes and investor sentiment towards emerging markets. We have responded by incorporating more scenario-based stress testing into deal structuring, diversifying counterparty and financing relationships, and ensuring that our disclosure and governance frameworks can adapt quickly if market access conditions change during a transaction.

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

Being strategic, to me, means anticipating the legal architecture that a deal or dispute will require two steps before the business asks for it, and knowing which battles to fight and which risks to price and accept.

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

Commercial fluency, comfort with ambiguity and the judgement to know when “no” actually means “not like that”. Increasingly, technical fluency with AI-assisted legal tools is also becoming an essential requirement.