Career biography

Attorney at law with a Master´s Degree in Telecommunications, Data Privacy, Audiovisual and TIC´s from the University Carlos III de Madrid, with more than 15 years of experience in dispute resolution, including judicial and arbitration proceedings, public, contracting, administrative and corporate law. Wide experience in working with clients in the medical devices industry. With ample capacity to work under pressure, proactive, dynamic, with strategic perspective to provide legal assessment.

What are the most significant cases, projects, or transactions that you and your legal team have recently been involved in?

Both projects are considered confidential. Over the past year, my legal team has been involved in several high-impact and strategically significant matters for the company. One of the most notable was leading the legal assessment and providing strategic support for Boston Scientific’s participation in a major public tender before the Caja Costarricense del Seguro Social, a process representing more than 60% of the company’s current sales in Costa Rica. This multi-year project required a detailed review of the bid terms, regulatory requirements, and risk exposure, ensuring a robust and flawless submission that delivered strong results for the business.

In parallel, I led the legal strategy for the Greenhope project, which involved the termination of a long-standing distribution relationship covering a significant portion of a business unit’s portfolio. The project enabled Boston Scientific to transition to a direct sales and distribution model in Costa Rica for a specific business unit, requiring careful negotiation, strategic planning, and close alignment between the legal, commercial, and operational teams to achieve a sustainable, mutually beneficial outcome.

How do you approach managing legal aspects during periods of instability or crisis to ensure the organization’s resilience?

Both projects are considered confidential. Over the past year, my legal team has been engaged in several high-impact and strategically significant matters for the company. One of the most notable involved leading the legal assessment and providing strategic support for Boston Scientific’s participation in a major public tender before the Caja Costarricense del Seguro Social, a process representing more than 60% of the company’s current sales in Costa Rica. This multi-year project required a detailed review of the bid terms, regulatory requirements, and risk exposure, ensuring a robust and flawless submission that delivered strong results for the business.

Simultaneously, I led the legal strategy for the Greenhope project, which involved terminating a long-standing distribution relationship covering a significant portion of a business unit’s portfolio. This project enabled Boston Scientific to transition to a direct sales and distribution model in Costa Rica for a specific business unit, necessitating careful negotiation, strategic planning, and close alignment between legal, commercial, and operational teams to achieve a sustainable, mutually beneficial outcome.

What do you think are the most important attributes for a modern in-house counsel to possess?

The most important attribute for a modern in-house counsel is the ability to think strategically, founded on a deep understanding of the business. Legal advice today must go beyond identifying risks or ensuring compliance; it must be closely aligned with the organisation’s commercial objectives and operational realities. By understanding how the business operates, its market, and its strategic priorities, in-house counsel can provide solutions that are not only legally sound but also practical and value-driven. It is essential to think outside the box, as not all decisions are purely legal. This business-oriented mindset, combined with strong judgment, collaboration, and adaptability, allows legal teams to act as true partners to the organisation, rather than blockers, and to support sustainable decision-making in an increasingly complex environment.

Based on your experiences in the past year, are there any trends in the legal or business world that you are keeping an eye on that you think other in-house lawyers should be mindful of?

One of the key trends I am closely monitoring is how the rise of artificial intelligence is reshaping the way law firms deliver services and structure their fee models. Traditional billing approaches, such as hourly rates or standard retainers, are increasingly being challenged as efficiency and automation become central to legal work. For in-house counsel, understanding these shifts is essential to ensure that relationships with external advisers remain commercially aligned, value-driven, and consistent with the evolving realities of the business and of the legal function.