Team size: 15

Jurisdictions your role covers: Latin America, including Mexico, Central America, Caribbean, Brazil and South America

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

Over the past year, our Legal team in Latin America has been engaged in a broad portfolio of high-impact matters that reflect the increasing integration of Legal into the business strategy.

A central area of focus has been supporting the Coca-Cola system in complex, multi-jurisdictional discussions with bottling partners, including matters related to governance frameworks and long-term commercial alignment. These discussions require a careful balance between legal, regulatory and competition considerations, while preserving the strategic integrity of the system.

In parallel, we have played a key role in enabling growth initiatives across the region, including the assessment and rollout of new products, categories and routes to market. This work involves integrated legal analysis across regulatory, intellectual property, tax and antitrust dimensions, ensuring that business decisions are both compliant and executable at scale.

Another significant area has been supporting organisational transformation efforts, including a substantial volume of labor and restructuring-related matters across multiple jurisdictions. Given the complexity of labor frameworks in Latin America, this has required a highly coordinated approach with HR and business leaders, combining legal rigor with pragmatic execution.

We have also been increasingly involved in digital and data-driven initiatives, advising on consumer engagement platforms, marketing strategies and emerging technologies. In this space, data protection, cybersecurity and AI governance are no longer peripheral issues, but central to how the business operates and grows.

Finally, we continue to manage a diverse range of disputes and regulatory matters across key markets, with a strong emphasis on early resolution and alignment with broader business objectives.

Across all these areas, our role has evolved from traditional legal support to a more integrated function, helping the business navigate complexity, unlock opportunities and execute with confidence.

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

The primary shift is the expectation for Legal to engage earlier, faster and with greater business acumen.

We are increasingly involved at the inception of strategic discussions, often before risks are fully defined. This requires our lawyers to move beyond technical expertise and develop a deep understanding of commercial drivers, operating models and market dynamics.

At the same time, there is a strong demand for speed and clarity. Business leaders expect concise, actionable guidance that enables decision-making, rather than purely risk-focused analysis. This creates a constant need to simplify complexity without compromising legal integrity.

Another key pressure is the need to operate seamlessly across geographies and functions. Many of our initiatives are cross-border and system-driven, requiring Legal to act as a connector—aligning global frameworks with local realities.

In response, we have prioritised capability building, particularly in soft skills such as communication, stakeholder management and strategic thinking. This has been critical in positioning Legal as a trusted advisor and not just a control function.

How is your organisation adapting to the rapid evolution of data protection, AI governance and cybersecurity requirements in Brazil?

Our approach is centered on three pillars: capability, governance and integration.

First, we are investing in building digital and data fluency within the Legal team. Lawyers are expected to understand not only the regulatory landscape, but also the underlying technologies and business applications.

Second, we are strengthening governance frameworks by aligning global policies with local regulatory requirements, including Brazil’s data protection regime. This includes clear standards for data usage, third-party engagements and emerging AI applications.

Third, and most importantly, we are embedding Legal into the design phase of digital initiatives. By participating early, we are able to shape solutions that are compliant by design, rather than relying on post-hoc reviews.

Cybersecurity is treated as a cross-functional priority, with close collaboration between Legal, technology and risk teams to ensure preparedness and resilience.

Ultimately, our objective is to enable innovation responsibly, providing the business with the confidence to move fast within clear and well-defined guardrails.

What strategies has your legal team adopted to manage disputes and mitigate risks in Brazil’s dynamic business environment?

Our strategy is grounded in anticipation, pragmatism and scalability. We prioritise early risk identification by maintaining close proximity to the business. This allows us to address potential issues before they evolve into disputes, shifting the focus from reaction to prevention.

When disputes arise, we adopt a pragmatic and business-oriented approach. This includes a careful assessment of legal merits, financial exposure and reputational impact, with a willingness to pursue efficient resolutions where appropriate.

Given the scale and complexity of Brazil, we have also focused on standardisation. The development of playbooks and structured approaches enables consistent and efficient handling of recurring matters.

Collaboration is another critical element. We work closely with external counsel, internal stakeholders and system partners to ensure alignment and avoid fragmented strategies.

In a dynamic and often litigious environment, success is not defined solely by outcomes in court, but by the ability to manage risk in a way that supports continuity, efficiency and long-term value creation.