Team size: Seven

What has been the number one challenge that has impacted you over the past year?

Change is always one of the main challenges, and in such a disruptive company even more, keeping the team engaged with external noise and looking for growth opportunities and exposures for them is always a difficult task. Some of the team changes experienced in the last months:

Promote and break barriers so that a team member of my legal group would have the opportunity to apply for the position of general manager of one of the sub-regions, getting the position.

With this lawyer’s move to the operations team, the opportunity to reorganise responsibilities internally was opened, allowing another member of the team to be promoted, and to recruit a new member of the team.

Because of another internal mobility, the position of litigation counsel was left empty. Analysing the evolution of the company, I designed a different vision of the position, with a more practical sense and closeness to the business. After this process the correct person was recruited and today is part of the team, contributing a lot of value.

Due to another internal opportunity, and on a temporary basis, at the end of last year I began to handle the legal affairs of Brazil, leading the local team, trying to achieve a balance between dedicating enough time to my new temporary responsibilities and continuing to support my tasks in ACAC.

In which ways have you attempted to bring the legal department closer to your business colleagues?

The business identified the difficulty of competing with the products and options we have on the platform, in small cities in Latin America. Therefore, after complex regulatory analysis, definition of differentiated support logics, we were able to accompany the business in the design and implementation of a new bid ask model launched around Latam.

What are some of the most significant cases and transactions you have been involved in recently?

We want Uber to be the cleanest platform on earth because it is the right thing for our consumers, cities and business. We are committed to becoming a zero-emissions mobility platform by 2040. A fair transition to electric vehicles for Latin America drivers will be challenging, given the nascent electric vehicle market status and the poor charging infrastructure development in most cities. That is why we are starting our journey toward more sustainable mobility in Latin American markets, by focusing on low-emission products, like Uber Planet, pilots with bridge technologies such as petrol hybrids and compressed natural gas vehicles, and finally, by using the power of our platform to give information to the Uber community on the impact of their mobility choices. In Latin America, we have different active electric mobility pilots in association with different types of players in the electromobility ecosystem, such as car manufacturers, rental companies, electricity and charging infrastructure providers, operators, and fleet owners.