team size 13 professionals

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

Over the past year, our team has advised on several matters at the intersection of real estate, finance and corporate strategy. These include the purchase and sale of equity interests in PSP in connection with Landmark Guadalajara, with an approximate value of MXN 1.8 million. The transaction required the coordination of corporate reorganisations, trusts, financing documents and multiple closing steps.

We also worked on the refinancing of Arenas at Corasol, Quintana Roo, for approximately MXN 2 million, involving a new credit facility and the restructuring of the related trusts, security package and property documentation.

Another particularly interesting matter has been our negotiation with Universal Music. Although very different from a traditional real estate transaction, it required us to understand the commercial and creative objectives behind the project and translate them into a workable contractual structure.

How do you approach managing legal aspects during periods of instability or crisis?

My first priority is to make the problem understandable. In a crisis, many issues appear equally urgent, but they rarely are. We identify the decisions that cannot wait, establish a clear owner for each workstream and distinguish confirmed facts from assumptions.

I also believe that Legal must be involved early, remain close to the business and be willing to make decisions with imperfect information. Our role is not to eliminate every risk; it is to protect the company’s essential interests, preserve its options and help the organisation continue moving forward responsibly.

What does being strategic mean to you?

Being strategic means understanding how the company creates value, where it could lose value and which decisions will be difficult to reverse. A strategic general counsel does more than explain what the law permits: they understand the commercial objective, anticipate second-order consequences and offer a practical route to execution. Sometimes, this also means having the judgement to say no—and explaining clearly why.

What are the most important attributes for a modern in-house counsel?

Judgement, curiosity and calm under pressure. Technical knowledge is essential, but it must be accompanied by the ability to translate complexity into clear decisions. A modern in-house lawyer must earn the trust of the business, challenge assumptions without becoming an obstacle and recognise that good ideas do not belong exclusively to the legal department.

What is the greatest innovation you have enacted in the past year?

Our most valuable innovation was not a single technology. It was redesigning how a lean legal team works through clearer matter ownership, backup coverage, stronger closing controls and more disciplined prioritisation, supported by the selective use of legal technology. This has made knowledge less dependent on individuals and enabled the team to respond more consistently, even during periods of unusually high workload or internal change.