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

The past year at CAP has been marked by a reactivation of M&A activity, in an effort to implement our corporate portfolio strategy in line with observed market trends and a long-term perspective. We have consolidated our shareholdings in strategic companies, as well as in new business ventures in markets where we have not yet operated but which are in line with our core business and long-term strategy. This has also involved substantial financing work, both at parent and subsidiary levels, where we have considered multiple financing sources in addition to traditional debt.
 
How do you approach managing legal aspects during periods of instability or crisis to ensure the organisation’s resilience?  
  
During times of crisis, it is essential to look at problems with the clearest possible mindset. This may be simple to say but can be very tough to implement. Although sometimes it can be very difficult to prioritise, it is important to deal with issues one by one so as not to become overwhelmed by the stress of the overall crisis. This is a good way to unravel the larger problem into smaller, more manageable parts, which can ultimately help you arrive at broader solutions.
 
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?
 
We have been implementing AI in the legal department for a few years now. We have trained our team to use these tools to streamline certain workflows, such as contract revisions, with very good results. Regular use of these tools also improves their output, so the more we ‘train’ our AI agents, the more we get out of them. This has enabled the legal team to complete a greater volume of tasks internally without sacrificing the quality of the output, which in turn allows us to focus our time and effort on more strategic activities, working together with other departments on tasks that would not normally have involved the legal team, resulting in more synergic outcomes.

Looking forward, what trends do you foresee in the legal landscape over the next 5–10 years that companies should prepare for?  
 
I believe technological tools such as AI will enable in-house teams to absorb much more work than before, leading to reduced costs of external counsel, which will likely be reserved for more sophisticated matters rather than heavy lifting. AI will surely impact the work in external law firms and consultancy, where they will be able to deal with a much larger workload in less time. This could lead to an increased number of deals, transactions and litigation being completed in much shorter timeframes, which could in turn mobilise companies and their growth at unprecedented paces.