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

Over the past year, the team has led strategic projects related to supply and distribution agreements in highly volatile environments.

We have also participated in initiatives to optimise the contractual cycle, manage risks in complex commercial operations, strengthen the compliance programme, and reduce legal contingencies.

These included complex negotiations, the redesign of contractual structures, and the management of regulatory and commercial risks.

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

During periods of crisis, I prioritise an approach based on prevention, speed, and coordination. Crisis committees are established, alongside dynamic risk assessments and ongoing communication with stakeholders. The aim is to make agile decisions that are supported by a solid legal basis and aligned with the business.

What strategies do you employ to ensure the successful digital transformation of a legal department while maintaining compliance with your country’s data protection laws?

Digital transformation is approached with a dual focus: efficiency and compliance. We are gradually implementing automation tools, while always respecting the privacy and data protection of individuals, clients, and business partners.

Have you had any experiences during your career as a lawyer that stand out as particularly unique or interesting?

A particularly significant experience was being involved in the company’s corporate restructuring processes, all within an environment of considerable legal uncertainty, as is the reality in Bolivia, where it was necessary to reconcile ambitious commercial objectives with complex regulatory restrictions. These types of situations reinforce the strategic role of the in-house lawyer.

Given the current geopolitical shifts and growing uncertainties around international free trade, has your company’s risk profile evolved, and are you taking measures to address these challenges?

Yes, the risk profile has evolved, particularly due to geopolitical factors and tensions in international trade. We have adopted measures such as supplier diversification, greater contractual flexibility, and closer monitoring of the regulatory environment.

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?

I would highlight the growing importance of lawyers as strategic business partners, rather than merely technical advisers. I would also point to increasing regulation in consumer protection and competition, the intensive use of legal technology, and growing pressure for greater efficiency.

How can general counsel foster a corporate culture that supports ESG principles and compliance across all levels of the organisation?

The general counsel must lead by example, integrate ESG into the strategy, and promote continuous training. It is essential to translate ESG principles into concrete and binding policies, with clear metrics and shared accountability across the organisation.

AI has been taken seriously as a potentially revolutionary technological change in the legal world for a number of years now. Has it had a meaningful impact in how your legal team works in this time?

Yes, it has had a significant impact. It has been incorporated into document review, contract analysis, and information management. This has increased efficiency and allowed the team to focus on tasks of greater strategic value.

What is a cause, business or otherwise, that you are passionate about? Why is this?

I am particularly interested in the development of ethical and sustainable organisational cultures that ensure full regulatory compliance. This not only reduces risks but also generates real long-term value and strengthens corporate reputation.

What factors influence your team’s decision to use external legal services versus handling matters in-house, and what criteria are used to evaluate their performance?

The decision depends on complexity, specialisation, and internal workload. In-house work is prioritised, with external law firms engaged for strategic or highly technical matters. Their performance is evaluated based on quality, efficiency, knowledge of the business, and responsiveness.

Looking forward, what trends do you foresee in the legal landscape over the next 5–10 years that companies should prepare for?

Greater integration of technology, the automation of legal tasks, stricter data regulation, and the evolution of lawyers towards a more strategic, multidisciplinary, and business-oriented profile are anticipated.