Team size: 20

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

Our most significant recent transaction was the acquisition of Fibra Macquarie México through a public tender offer on the Mexican Stock Exchange (BMV), valued at approximately US$3.3 bn. Widely regarded as the largest public real estate M&A transaction in Mexico’s history, the deal involved acquiring more than 95% of Fibra Macquarie’s outstanding real estate trust certificates (CBFIs) through successive tender offers, as well as internalising its management platform. It marked a defining milestone for Mexico’s real estate capital markets. The deal significantly expanded Fibra Mty’s industrial real estate portfolio and strengthened its position as one of the country’s leading publicly traded real estate investment trusts. It also set a landmark precedent for large-scale consolidation in the Mexican FIBRA sector.

Alongside this, the team led several major capital markets and financing transactions. These included an equity offering in Mexico of approximately US$500mn, with an international component under Rule 144A and Regulation S of the U.S. Securities Act, and a syndicated loan of approximately US$250mn overned by New York law. We also completed the acquisition of an industrial real estate portfolio for approximately US$100mn.

We have also focused on optimising Fibra Mty’s capital structure. We renegotiated an unsecured syndicated credit facility, increasing total commitments from US$215mn to US$575mn, reducing the applicable interest rate, and resetting and extending its maturity. At the same time, Fibra Mty drew down US$360mn under the renegotiated facility to refinance borrowings under another facility, immediately lowering financing costs on that amount. In addition, we executed a new unsecured bilateral credit agreement with total commitments of US$250mn. A simultaneous drawdown of US$175mnwas used to refinance existing borrowings, immediately reducing the applicable interest rate spread.

During periods of extraordinary crisis, uncertainty, or instability, our Legal Department adopts enhanced monitoring, coordination, and risk management protocols designed to ensure that the organisation responds effectively, makes well-informed decisions, and remains compliant with applicable legal and regulatory requirements.

As head of the Legal Department, I take an active role in coordinating the organisation’s legal response and maintaining close communication across different levels of leadership, including the Board of Directors, senior management, and the heads of relevant business functions. This approach helps ensure that key stakeholders remain appropriately informed, that legal considerations are incorporated into strategic and operational decisions, and that the organisation’s response is consistent and coordinated.

Particular attention is given to monitoring regulatory developments, including changes in applicable laws, regulations, and any extraordinary measures or directives issued by competent authorities. Depending on the nature and potential impact of the situation, periodic updates and tailored reports are provided to the business areas that may be affected, enabling them to anticipate risks and take appropriate action.

Equally important is maintaining proper documentation of the analysis undertaken, alternatives considered, and decisions and actions implemented. Clear communication channels, reliable information repositories, and appropriate recordkeeping practices are established to ensure accountability, institutional continuity, and an adequate audit trail, while safeguarding confidential and legally privileged information.

Ultimately, our approach is built around proactive risk identification, effective cross-functional coordination, regulatory vigilance, sound governance, and disciplined decision-making. Beyond managing immediate legal exposure, the objective is to position the Legal Department as a strategic partner that helps the organisation navigate uncertainty, protect its interests, and preserve business continuity.

To me, being strategic means looking beyond the immediate legal issue and understanding the bigger picture. It requires anticipating challenges, identifying opportunities, and becoming involved in business decisions at an early stage, rather than simply reacting to situations as they arise. A strategic general counsel understands where the organisation wants to go and helps determine how to get there, considering not only legal implications but also financial, operational, reputational, and long-term business consequences.

It also means knowing when to challenge a decision, when to propose alternatives, and how to bring together internal teams and external advisors to achieve the best possible outcome. Ultimately, being strategic is about influencing decisions, not just advising on them. I believe the true measure of a general counsel’s success is not simply how effectively legal matters are handled, but how meaningfully the legal function contributes to the organisation’s overall success and long-term objectives.

I believe that modern in-house counsel must combine strong legal expertise, business acumen, sound judgment, and integrity. Technical legal knowledge is essential, but equally important is a deep understanding of the organisation’s strategy, operations, and risk appetite. In-house lawyers must be practical, proactive, and solution-oriented, capable of balancing legal risks with business objectives rather than simply identifying obstacles. Adaptability, effective communication, leadership, and continuous learning are also critical in an increasingly complex and rapidly evolving business environment.

Above all, integrity, independence, and professional ethics must guide our decisions. Ultimately, the most valuable in-house counsel are those who successfully bridge the gap between law and business, becoming trusted strategic partners who contribute to sound decision-making, risk management, and long-term value creation.