Central America 2025
Supported by the Association of Corporate Counsel
Senior director legal and regulatory | Cable & Wireless Panamá
Legal and government affairs manager Central America and Dominican Republic | Avon
Legal Manager | LATAM privacy and tech compliance champion | Kimberly-Clark
Legal and risk manager | Securitas Costa Rica
Head of legal affairs and compliance | Grupo EDECSA
Legal services manager | Grupo Cayalá
Legal Director for Central America & The Caribbean | Asofarma (Adium Group)
Head of legal commercial operations Latam | Fresenius Medical Care Panamá
Executive vice president, chief legal officer and corporate secretary | BLADEX (Banco Latinoamericano De Comercio Exterior)
Regional legal director TT and compliance officer, LATAM. | FOUNDEVER
General counsel and corporate governance officer | Banco Promerica GUATEMALA
Director legal, corporate governance and regulatory compliance | Banco Davivienda Salvadoreño
Legal and compliance director | Roche Pharma Caribbean, Central America & Venezuela (CCAV)
Senior legal and contracts manager | MRO Holdings El Salvador
Legal counsel | Premium Restaurants of America
Legal director and general counsel | LifeMiles & Avianca Loyalties
Manager, legal affairs and regional data protection officer LATAM | Foundever
Legal director, regulation and corporate affairs | Telecable
Legal Lead for North Latin America and BOPE | Hewlett Packard Enterprise
General counsel | Corporacion Multi-Inversiones (CMI)
Global legal counsel north america and Latam | Unilever Central America
Vice president regional, compliance and data protection officer, AMERICAS | DHL Global Forwarding, Americas
Legal director ACAC (Central America, Andean Region and The Caribbean) | Uber
Legal, compliance and government relations manager NCA (Guatemala, El Salvador and Honduras) | Samsung Electronics
Senior legal manager, Head of legal and compliance officer RSS Americas Roche | Liberty Networks
Senior legal counsel LADMAR - Panama | Procter & Gamble
Corporate legal counsel | Holcim El Salvador
 Of Salvadoran Nationality, Bernice is a Lawyer with more than 22 years of working experience, her practices were initially focused on Administrative Law, Human Rights, Banking, Litigation, and Labor law....
Chief legal counsel and regulatory compliance affairs | DELSUR
She is a lawyer and public notary, bilingual and multicultural manager with extensive expertise in corporate, constitutional, and administrative law, energy regulation in national and regional markets, social responsibility, compliance,...
General counsel | Citi Costa Rica
Cristina joined Citi back in July 2001, currently she is the General Counsel in Costa Rica with oversight for legal affairs and corporate governance matters for the financial group as...
Regional general counsel Mexico and Central America | Enel Green Power
Legal, corporate affairs and wholesale business director | Movistar El Salvador
Chief of legal consultancy unit | Centro Financiero Davivienda
Legal director, legal-regulatory control and corporate secretary | Grupo Financiero Davivienda Costa Rica
Legal manager and compliance officer | Nicaragua Energy Services
Director of legal affairs Central America, Caribbean, Argentina and Uruguay | JCDecaux
Senior director of legal advisory | Copa Airlines
Senior director, international and legal affairs | SBA Communications Corporation
Vice president legal and compliance | Banco Agromercantil de Guatemala (Bam)
Regional director of legal services and corporate secretary | Scotiabank
Legal and external affairs manager Guatemala and El Salvador | British Tabacco Company
Legal manager Centroamérica | Vitali Alimentos
Head of legal, corporate security, ethics and compliance | Walmart Centro America (Costa Rica, Nicaragua, El Salvador, Guatemala, Honduras)
Executive vice president, general counsel and chief compliance officer | Integra Capital Group
President and executive director | CASEM -Cámara de Sedes de Empresas Multinacionales
It is a privilege to introduce this edition of the GC Powerlist: Central America 2025, recognising the region’s most forward-thinking and influential in-house legal professionals. These individuals have redefined what it means to be a corporate lawyer, proving that legal expertise alone is no longer sufficient in an environment shaped by technological disruption, shifting regulatory landscapes, and increasing business complexity. Their ability to balance legal risk with commercial strategy, foster innovation while ensuring compliance, and act as trusted advisors at the highest levels of decision-making makes them indispensable to their organisations.
One of the most pressing challenges facing corporate legal teams today is digital transformation. As businesses across Central America accelerate their adoption of technology, legal departments are at the forefront of navigating new risks associated with data privacy, cybersecurity, and automation. Striking the right balance between innovation and regulatory compliance has never been more critical, especially as governments across the region introduce stricter data protection laws and cross-border regulatory requirements continue to evolve​.
Another defining theme of this year’s research is the growing expectation for legal teams to spearhead environmental, social, and governance (ESG) initiatives. As sustainability commitments and ethical business practices come under increased scrutiny from regulators, investors, and consumers, legal professionals are playing a central role in shaping corporate ESG strategies. This goes beyond regulatory compliance—many legal departments are actively influencing company policies to align with global sustainability goals and stakeholder expectations. Whether addressing environmental regulations, corporate governance structures, or social impact initiatives, in-house teams are proving to be instrumental in building responsible and resilient businesses​
Artificial intelligence is also reshaping legal work, presenting both opportunities and challenges. AI-powered tools are streamlining contract management, regulatory tracking, and compliance monitoring, freeing legal professionals from time-consuming administrative tasks. However, concerns remain about over-reliance on automation, particularly regarding data security and ethical considerations. Additionally, the increasing use of AI in legal operations is raising questions about how junior lawyers develop critical skills, as routine legal work traditionally used for training is increasingly automated. Striking a balance between efficiency and foundational learning will be essential to maintaining strong legal teams for the future.
Beyond these broad industry shifts, many legal leaders in Central America are embracing a more integrated role within their companies, moving beyond the traditional perception of legal teams as risk mitigators. Today, they are active participants in business strategy, helping companies navigate geopolitical uncertainty, market expansion, and evolving corporate structures. The ability to anticipate challenges and provide proactive, strategic guidance has become a defining characteristic of successful legal leaders in the region.
The professionals featured in this publication exemplify the adaptability, vision, and leadership that define excellence in the modern in-house legal function. Their contributions are shaping not only their organisations but also the broader business landscape of Central America. It is an honor to showcase their achievements and insights in this edition of the GC Powerlist.
Margherita Birri, Research Editor, Legal 500
The recent news that elite US firm Sullivan & Cromwell had apologised to a judge over AI hallucinations in a court filing prompted a collective wince from the legal profession.
But while some lawyers remain wary of AI, others are striking a more open-minded note, and at the LexisNexis AI Forum hosted this Wednesday (20 May) by Legal 500 and Legal Business, panelists argued that the risks are far outweighed by the opportunities.
Barbara Zapisetskaya, principal technology counsel at the European Bank for Reconstruction and Development, made the case that hallucinations and other potential pitfalls can be overcome with a shift in mindset.
‘What makes a difference,’ she said, ‘is empowering your lawyers to take responsibility for AI output – helping them become active AI operators, not just passive AI users. You have agency to decide whether you agree with the output or not.’
Zapisetskaya was among a line-up of leading in-house figures speaking on two panels, which covered everything from practical steps for AI implementation to the key decisions GCs need to be making in the coming months.
Financial Times general counsel Dan Guilford began by stressing the importance of building the right culture for AI adoption. In addition to proactively upskilling himself, Guilford talked about how he had implemented a voluntary weekly ‘show and tell’ meeting for team members to share successful use cases – or an exercise that became a gratifying measure of progress.
Other panelists discussed how increased in-house productivity is altering the dynamic with their external counsel.
While some see the use of AI by law firms as a precursor for reduced fees, Russell Davies, head of global operations for legal and compliance at Dentsu, said that faster results – however they are delivered – are something to be valued.
GSK assistant general counsel Anthony Kenny agreed, saying that while there was an expectation that external counsel would be utilising AI, the focus should be on the value of the output, rather than an overemphasis on identifying AI use as a justification to reduce fees.
Speaking on the second panel, MUFG EMEA general counsel James Morgan stressed the critical importance of education, noting that educating the C-suite on the advantages and risks of AI is just as important as enabling large in-house teams to use these tools.
Shanthini Satyendra, vice-chair of the AI Committee, Society for Computers & Law, CEO and founder of Manisain, offered a reminder of the importance of making the connection between tasks and the purpose behind them, extolling the virtues of identifying use cases for AI that can solve a meaningful problem.
Zapisetskaya concurred, adding that one of the most important tasks for GCs across the next six to twelve months is to create AI playbooks and templates, noting that ‘it is easy for lawyers to see problems – much harder for lawyers to see opportunities.’
There was also broad agreement among panellists that GCs should focus on upskilling their junior lawyers on AI, rather than – as some may expect – cutting back their workforce. As Satyendra summarised: ‘Some people are replacing human capital with AI without thinking about what’s required to make AI work. Retain your people and train them up.’
The panels were moderated by Emma Millington, head of the UK Lexis+ Finance Group, and LexisNexis director of segment management Stuart Greenhill.
