team size 13 lawyers

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

We have been involved in significant deals relating to energy projects (project finance), venture debt, interesting LAF transactions and syndicated loans. Some of these transactions are still ongoing, so unfortunately I am unable to share certain information. Nevertheless, I am very pleased to see that the market in Latin America is very active.

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

Nowadays, more than ever, I would say that it is essential to be a resilient person. The ability to adapt to different circumstances in a fast-changing world is key.

Remaining calm under pressure and in the face of uncertainty is also one of the most important attributes of a leader. Being able to convey calm to the team during uncertain times is a virtue.

However, calm does not come easily or by itself. It comes from a deep understanding of our surroundings and the ability to recognise what is and is not within our sphere of influence.

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

To me, being strategic today means, more than ever, remaining closely focused on truly understanding the nature of the business we advise and the geopolitical environment in which we operate. The world around us is evolving at a remarkable pace, and as in-house counsel, we cannot afford to work in isolation from the broader context that shapes our organisations’ decisions. Understanding these aspects—the commercial drivers, regulatory landscape and geopolitical forces at play—is fundamental to providing legal advice that genuinely addresses the needs of our environment and reality.

A strategic legal counsel is someone who can anticipate challenges, connect the dots between legal risk and business opportunity, and ultimately serve as a trusted partner who helps the organisation navigate complexity with confidence and clarity.

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

The ability to remain calm in a crisis and to analyse situations deeply is essential. Understanding change enables you to become an agent of change and a person of influence.

My main advice to lawyers in the industry is to think outside the box and keep a constant eye on geopolitical developments. This will help you fine-tune your legal advice and, combined with a sound understanding of your clients’ strategies, become a powerful adviser and strategic partner.