Team size: 25

How do you approach managing legal aspects during periods of instability or crises, and how does your legal strategy align with the broader business strategy to ensure the organisation’s resilience?

Periods of crisis or instability require serenity. In times of widespread uncertainty and concern, it is essential that the Company’s Legal Department acts as a pillar of calm and stability, ensuring that strategic decisions are not negatively influenced by external factors.

Thus, the Legal not only protects the Company from risks, but also guides it in identifying opportunities amid adversity. The legal strategies must be carefully integrated with the general interests of the Company, allowing a proactive performance and aligned with the strategic objectives. For healthy and sustainable development, it is essential that the strategic areas – such as Finance, Human Resources, Operations and Legal – share effective and clear communication. This synergy not only facilitates problem solving, but also promotes a cohesive organisational culture where all sectors work in one direction with a common goal. The Legal should be seen not as an isolated entity, but as a strategic component of the business that adds value in several ways.

Another important aspect is the continuous training of legal professionals, which must be attentive to new market trends, technological innovations and regulatory changes. Preparing the team with knowledge and appropriate tools not only increases operational efficiency, but also the ability to anticipate and respond quickly to challenging scenarios.

Finally, in times of crisis, legal department leadership should be characterised by empathy and the ability to manage teams under pressure, creating an environment where everyone feels safe to contribute ideas and solutions.

What are the major cases or transactions you have been involved in recently?

The year 2024 was extremely important for me and the Company. I had the opportunity to lead, from a legal perspective, the acquisition of two important brands for our portfolio: Starbucks and Subway. Both processes were lengthy and took up almost the entire year, with intense contractual and strategic discussions that required careful planning and negotiation. The complexity of these acquisitions was not limited to the legal aspects, but involved a thorough analysis of the financial, operational and marketing implications, ensuring that each step was aligned with the Company’s long-term objectives.

After the acquisitions, the year was also marked by the integration of these brands, a challenging process that demanded not only legal skills but also interpersonal and management skills. The integration of such iconic brands requires a deep understanding of each other’s organisational cultures, as well as creating an action plan that promotes synergy between teams. The management of instability was crucial, as the scenario was full of changes in direction and challenges that tested our resilience and adaptability.

What emerging technologies do you see as having the most significant impact on the legal profession in the near future, and how do you stay updated on these developments?

Artificial Intelligence is an increasingly constant presence in the day-to-day legal departments. Although it should not be considered that Artificial Intelligence will replace good professionals, it is undeniable that it will further enhance the delivery of these professionals. Some AI tools offer lawyers almost a “Virtual Assistant” that significantly facilitates their work, allowing them to focus on what is truly strategic and requires human intelligence.

In addition, the implementation of AI solutions provides opportunities for innovation within the Legal Department. As professionals become more efficient in using these technologies, they can explore new ways to deliver services and improve operational efficiency.

In conclusion, artificial intelligence should be seen as a great ally, not an adversary. Its integration in the legal context will not only enrich professional skills but also allow the Legal Departments to contribute even more effectively to the strategic objectives of organisations.