Team size Eight

How does your team contribute to the overall business strategy of the company? Can you share an example of a recent legal-led initiative that had a significant impact?

In our team, we believe that we create the greatest value when we are connected with business strategy and purpose, rather than acting just as risk reviewers. Therefore, we participate from the earliest stages of key projects, helping identify opportunities, anticipate risks, and developing solutions that are legally solid and operationally feasible.

Lately, one of the most significant responsibilities we have had on our team has been supporting the legal structuring of innovative water-resource initiatives designed to diversify water supply sources for the Metropolitan Region. This includes contractual issues, regulatory and environmental advice, and the development of legal frameworks capable of supporting collaboration between public-service operators and different stakeholders.

We have also faced the legal work associated with emerging regulatory challenges, like the recent modification of industry regulation, among others. And at the same time, we continue advising on regulatory, commercial, labour and civil matters that are critical to fulfill our legal duties of delivering and essential public service.

Today, our role extends beyond traditional legal advice. We support digital transformation, regulatory strategy, and long-term organisational resilience, helping the company navigate increasingly complex business and regulatory environments.

AI has been taken seriously as a potentially revolutionary technological change in the legal world for a number of years now. Has it had a meaningful impact in how your legal team works in this time?

Yes, absolutely. Artificial intelligence represents one of the most significant challenges the legal profession has experienced in decades. While legal departments have traditionally focused on efficiency through standardization and process improvement, AI is now changing how legal services are delivered.

Over the past year, we have actively incorporated generative AI tools into our daily work to support legal research, document drafting, contract analysis, or regulatory monitoring, among others. The objective is not to replace legal judgement, but to allow our lawyers to focus more time on strategic advice and complex decision-making.

Nevertheless, the most important lesson is that AI adoption is not a technology challenge but a leadership one. Success depends on working as a team, building trust, establishing standards, and ensuring that lawyers understand both the opportunities and limitations of these technologies.

I believe the most successful legal departments of the future will be those that effectively combine legal expertise, technology, and business understanding. AI is helping us move faster in that direction and reinforcing the role of the legal function as a strategic partner to the organisation.