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

One of the most significant projects we’ve led recently is the strategic collaboration agreement between Anglo American and Codelco — a landmark transaction in the Chilean mining sector, with a value uplift of US$5bn that will allow for the production of an additional 120,000 tonnes of copper annually- production that would not have been feasible without this collaboration. This agreement not only unlocks substantial financial and operational value, but also lays the foundation for the creation of one of the three largest copper mining districts in the world.

From a legal standpoint, the project involved: designing a corporate structure that ensures joint control while respecting existing property rights; navigating a highly regulated environment, particularly given Codelco’s nature as a state-owned company; ensuring compliance with competition, governance, and tax regulations; and structuring agreements that reflect operational synergies while preserving autonomy and long-term optionality for both parties.

For Anglo American, this transaction reflects a strategic, forward-looking approach to resource optimisation, long-term value creation, and sustainability. It also sets a precedent for how companies with different ownership models — one private, one state-owned – can find common ground to deliver mutual benefit and national value.

In parallel, we remain deeply engaged in critical permitting and regulatory matters. In Chile’s evolving legal and political context, this work is essential to safeguard operational continuity and ensure that our projects move forward responsibly and with legitimacy.

We’ve also continued to support Anglo American’s sustainability agenda, particularly through the legal structuring of our Integrated Water Project, which will help us meet our goal of eliminating the use of fresh water in our processes by 2030. These are the kinds of initiatives where legal work goes far beyond contracts — it becomes a lever for transformation and impact.

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

In periods of instability, the legal team plays a critical role not only in protecting the business but in enabling it to respond with agility and purpose. Our approach is based on proximity, trust, and deep business understanding – but also on rigorous risk analysis. We aim to anticipate scenarios, assess legal and reputational exposure, and provide solutions that allow the company to move forward with clarity and control.

Risk analysis is not something we reserve for emergencies — it’s embedded in our daily work. We continuously evaluate legal risks in light of business goals, regulatory change, and stakeholder expectations, ensuring that we can adapt quickly when context shifts. This allows us to distinguish between noise and true threats, and to act decisively.

In highly regulated industries like mining, this type of structured, strategic legal thinking is essential. It’s not just about reacting to events – it’s about shaping resilient pathways through them.

Strong relationships with our external counsel also play a role. We rely on firms that understand the complexity of our environment and work with us in a collaborative, solution-driven way. When the pressure is high, that mutual trust and alignment make a real difference.

Ultimately, resilience is built long before a crisis begins. It comes from how we work every day: focused on strategic matters, considering risks, and delivering solutions that support the business with confidence and consistency.

What is a cause, business or otherwise, that you are passionate about? Why is this?

I am deeply committed to promoting female leadership in the legal and mining sectors – not as a slogan, but as a daily, deliberate effort. These are still industries where women often must work harder just to be seen, and where support networks are less developed. I believe in building those networks and in making space — not only for women to participate, but to lead.

Mentorship has been one of the most powerful tools in that journey. Over the years, I’ve mentored younger lawyers who had the technical skills, but lacked the confidence or the access to step into leadership roles. Helping them see their own potential, and watching them grow into it, has been one of the most meaningful parts of my career.

We often talk about diversity as a goal — but I see it as a condition for good leadership. Different perspectives, life experiences, and ways of thinking enrich our decision-making and make our organisations more resilient. That’s why this cause is not only personal – it’s strategic.

What factors influence your team’s decision to use external legal services versus handling matters in-house, and what criteria are used to evaluate their performance?

We rely on external legal services strategically – not to outsource responsibility, but to complement our internal capabilities when specific expertise, jurisdictional presence, or additional capacity is required. The decision to engage external counsel is guided by three key factors: complexity, specialisation, and strategic sensitivity.

For highly regulated, cross-border, or reputationally sensitive matters, we value firms that bring not only technical excellence but also good judgment, alignment with our values, and the ability to operate with agility in complex environments. We look for partners – not just service providers – who understand our business, anticipate needs, and help us think beyond the immediate issue.

Performance is measured not only by legal accuracy, but by their ability to deliver timely, practical and business-oriented advice. We also assess how they build relationships with our team, support knowledge transfer, and contribute to our broader goals, including advancing diversity in the legal profession. We expect the same level of commitment to excellence, collaboration and integrity that we hold ourselves too internally.