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Central America Teams 2019

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Central America Teams 2019

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About

Can you briefly explain how the legal team is structured, highlighting key individuals and their role within the department?

As a mega region, there is a division by sub regions for Latin America (Mexico, Central America, Panama and the Caribbean, the Andean region, Brazil and the Southern Cone), each of which is led by a legal director physically located in that region.

There are also issues such as compliance, labour and privacy that are managed for all Latin America, seeking synergies and homogeneity.

What are the most significant cases and/or transactions that your legal team has been involved with in the last two years?

For my regions, I am managing legal issues for countries in areas where legislation isn’t always clear cut which can be complicated. I started a small and innovative operation in two countries (Costa Rica and Guatemala) and two years later we are managing seven countries and counting.

We have achieved number of successes despite the number of challenges we have faced. After a complicated process, the modification of the decree that regulated our operation in Panama was achieved, eliminating the joint responsibility between drivers and the platform. In the case of Costa Rica, despite a very intense opposition from the taxi unions, no competent authority has validly declared our operation illegal, and recently congressmen presented a bill to regulate our operation, where they not only recognize our existence but also propose an innovative and differentiated regulation. In one final case I would mention, a taxi driver’s union had filed a criminal complaint against government officials, including ministers, for alleged breach of duties in granting permission to operate our centre of excellence (more than 800 direct employees attending cases for the use of the apps for Latin American Spanish speaking) on a free zone regime. Recently the prosecutor requested the withdrawal of the cases.

Apart from legal matters, has the team worked on other company initiatives?

Many initiatives, including to have been chosen to lead a regional initiative to empower women called ‘Women of Uber’ for the Andean states, Central America, Panama and The Caribbean with seminars, mentorship, and special programming to help create a company where women have the opportunities, tools, support and sponsorship to succeed. Drawing from my own experience, my mission in this program is to create a culture within Uber where women have opportunities, and both women and men are educated on inclusion and diversity.

How has the team harnessed technology to improve output or drive efficiencies?

Communication is key. Being located in many different cities around the world we must ensure that we are in constant and effective communication to operate as one legal team. That include conference calls, shared documents, documentation of procedures, sharing experiences and also face-to-face meetings between team members.

Can you describe some of the challenges your team faces by working for an American multinational transportation company in the Costa Rican market?

Historically, technology goes faster than regulation and, although in more than 130 jurisdictions in the world Uber’s operation has been regulated in an innovative and differentiated way, in many Latin American countries this is not the case yet. Managing an operation without specific regulation is a very interesting additional complication, also being part of the conversation to seek an innovative regulation as well.

How has the newly created Uber regional legal team integrated itself into the company?

The legal department in the Latin America mega region has been growing and adapting according to the needs of the business, being a team of one person four years ago to today when it has almost 60. In addition, as a legal team, we must ensure that we are business partners, trusted consultants to the businesses we serve and also reliable risk managers in a disruptive industry that moves at a very fast speed.

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