What are the most significant cases or transactions that your legal team has recently been involved in?

My team and I have worked on a range of significant initiatives, cases or transactions supporting different business units of SYT group. Consistent with our vision of being an efficient function to achieve our business goals, my team has had the opportunity to work on i) incorporating new corporate and go-to-market structures in several countries; ii) accelerate the legal operation implementation, optimising the management of contracts and litigation using new digital platforms; iii) collaborate in several M&As and strategic partnerships agreements; iv) introduce new fintech, barter and commercial tools; v) help to manage the exponential increase in product demands facing, at the same time, several challenge in the supply chain; vi) continue with the expansion of our pro bono program for Argentina and Brazil among other initiatives.

As we enter the next decade, what do you think the in-house lawyer of the future will look like?

Two years ago, we incorporated a new set of capabilities to prepare our team with new (or improved) professional competences and legal skills. At a glance, we have developed programs to promote i) “digital savviness,” as today, dealing with digital tools and new regulations is a basic requirement for all my team members; ii) “business acumen” with a high component of crisis management and mitigation mindset; iii) “communication with impact” driving complex initiatives and programs through the organisation. All our capabilities are structured in our platform “Learning Edge”, which allow us to be constantly updated (e-training, seminars). Needless to say, basic legal capabilities remain to provide an efficient and proficient services in all areas.

How do you suggest in-house lawyers build strong relationships with business partners?

The dissimilar and complex legal environment, combined with the high volatility and uncertainty of our business have re-modelled the role of in-house lawyers. It is essential for them to understand the business, taking an entrepreneurial and business mindset; always asking themselves “what else we can do” to find new opportunities for the business and have the capacity to listening to partners’ needs, creating a secure environment where people can discuss openly, find solutions, under our common values.