Team size: 25

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

Over the past year, our legal team has been deeply involved in a combination of high‑impact strategic matters, complex litigation management, and transformational legal innovation initiatives, supporting the business across Brazil and Latin America.

From a strategic and transactional perspective, the team has played a central role in major regional transformation projects, supporting initiatives related to operational restructuring, supply chain optimization, and new go‑to‑market models. These projects required close collaboration with senior business leadership and involved complex risk assessments across tax, regulatory, contractual, and compliance dimensions, often under tight timelines and significant financial exposure.

In the tax and litigation space, the team has handled high‑stakes, precedent‑setting matters involving indirect taxes and large portfolios of administrative and judicial disputes. In several instances, we have led the definition of defensive and proactive strategies in sensitive proceedings, balancing litigation risk, reputational considerations, and long‑term business sustainability. Where appropriate, matters are managed in close coordination with external counsel, while an increasing portion of complex cases is handled in‑house, supported by technology and data‑driven decision‑making.

A particularly distinctive aspect of our recent work has been the integration of legal operations and technology into core legal strategy. The team led the design and rollout of in‑house developed legal tech solutions, including a regional e‑billing and legal spend management platform, significantly improving budget predictability, governance, and efficiency. These initiatives go beyond cost control and have enabled Legal to reallocate capacity toward higher‑value, strategic work, while maintaining strong controls.

Additionally, the team has been actively involved in regional harmonization projects, standardizing legal processes, contract management practices, and compliance frameworks across multiple Latin American jurisdictions. This work has required managing legal complexity across different regulatory environments while ensuring consistency, scalability, and alignment with global legal standards.

Overall, our recent work reflects a legal function that is deeply embedded in business decision‑making, capable of handling complex, high‑risk matters, while simultaneously driving innovation, efficiency, and long‑term value creation for the organization.

What new pressures are you facing from the business as expectations for legal to act as a strategic partner continue to grow?

As companies grow and evolve at a much faster pace than in the past, the expectations placed on Legal have fundamentally changed.

The business is moving quicker, decisions are being made earlier, and the cost of delay has increased – which makes efficiency and sound risk balancing absolutely critical. In this context, I see three main pressures:

First, there is pressure for speed with judgment. It is no longer sufficient for Legal to be technically correct; advice must be timely, pragmatic, and actionable, enabling the business to move forward confidently in environments of high uncertainty.

Second, there is pressure for meaningful influence in business decisions, not merely formal involvement. As organizations become more complex and dynamic, Legal must consistently be at the right table, at the right moment – helping shape outcomes, not reacting to them after the fact.

Third, there is pressure to scale intelligently. Volume and complexity have increased, but the expected response is not linear growth in headcount. Instead, Legal is expected to leverage data, process optimization, automation, and increasingly AI, to deliver higher quality insights at scale.

Ultimately, the core challenge is clear: how to enable the business to make things happen, while protecting the company from unnecessary risk. That requires Legal to operate not as a control function, but as a true business partner – one that understands risk, weighs it efficiently, and helps the organization grow safely and sustainably.