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

As General Counsel of Pant3ra Infraestructura, I lead the legal work supporting the development, acquisition and financing of renewable energy and storage projects in Mexico. This involves aligning public- and private-sector stakeholders, sponsors, developers and lenders on investment structures, governance, acquisition and development agreements, and bankable financing and security arrangements.

Before joining Pant3ra, I spent nearly a decade at Grupo Traxión, supporting its growth through M&A, financing and capital markets transactions. A significant recent milestone was my involvement in the acquisition of FEMSA’s Solistica operations, completed in July 2025, which strengthened Traxión’s logistics platform.

My broader experience includes supporting Traxión’s acquisition-led expansion, during which the group integrated businesses such as Redpack, Medistik, V-Modal and BBA Logistics, and participating in its 2017 initial public offering on the Mexican Stock Exchange. Although these earlier transactions fall outside the past year, they provide important context for my current role: combining transactional execution with an understanding of governance, access to capital and long-term business growth.

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

I focus on creating clarity when circumstances are uncertain. This begins with identifying the facts, prioritising risks according to their potential business impact and establishing clear decision-making and escalation channels. I seek to give management practical alternatives rather than simply describing legal constraints.

Resilience also requires preserving optionality. Contracts, governance structures and financing arrangements should anticipate adverse scenarios and provide workable solutions before a crisis occurs. Close communication with management, investors, lenders and advisers is essential to ensure that legal strategy remains aligned with operational and financial realities.

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 means understanding where the business wants to go and translating that ambition into an executable legal path. A general counsel should be involved early enough to shape a transaction, not merely approve it at the end. This requires distinguishing between risks that must be eliminated, risks that can be mitigated and risks the organisation may consciously accept in pursuit of its objectives.

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

Judgement, commercial understanding, adaptability and the ability to communicate complex matters clearly. Technical excellence remains essential, but an effective in-house counsel must also understand finance, operations and the organisation’s broader objectives.

Based on your experiences in the past year, are there any trends in the legal or business world that you are keeping an eye on that you think other in-house lawyers should be mindful of?

In infrastructure and energy, regulatory evolution, financing conditions and supply-chain volatility are increasingly interconnected. Legal teams must assess bankability from the outset and understand how regulatory changes affect project economics, contractual allocation of risk and access to capital.