Team size: 13

What are the key projects you have participated in over the past twelve months?

Over the past twelve months, I have participated in various projects and strategic matters for the organisation, comprehensively leading their legal advisory, structuring and management. My role has consisted of supporting high-impact decision-making, mitigating legal risks and ensuring the regulatory and contractual viability of key business initiatives.

The legal department’s involvement in these projects has had a significant impact on the organisation’s financial and operational sustainability, enabling us to protect corporate interests, optimise contingencies and facilitate strategic operations. Additionally, I have led complex negotiations and legal management processes that have directly contributed to the organisation’s efficiency, stability and growth.

The initiatives supported during this period have involved highly sensitive matters with strategic impact for the organisation, strengthening its sustainability, mitigating significant risks and contributing significantly to the achievement of corporate objectives.

Could you describe a case in which your legal advice has directly influenced business strategy or commercial objectives?

My legal counsel has played a significant role in structuring and evaluating the organisation’s strategic decisions, particularly in scenarios involving high regulatory, contractual and corporate complexity. As vice president of legal affairs, I have closely supported senior management in defining strategies aimed at protecting the business’ sustainability, mitigating relevant risks and ensuring legally sound frameworks for the organisation.

My role has gone beyond traditional legal management, as I have actively participated in strategic discussions and the evaluation of alternatives that balance corporate, financial and operational objectives. Through this support, I have helped make key initiatives viable for the organisation, strengthened corporate protection mechanisms and supported decision-making processes in highly dynamic and sensitive environments.

How has the role of the general counsel evolved, and what are the most important attributes for the modern in-house counsel?

The evolution of the general counsel’s role has been significant in recent years. Traditionally, the legal leader’s primary value was seen as lying exclusively in their technical expertise, accompanied by a rigid, distant, and even intimidating, leadership style. For a long time, it was considered normal for the in-house counsel to instill fear as a mechanism of control and authority.

Today, the role of the general counsel has evolved into a much more strategic position, closely aligned with the business and focused on creating value. The modern in-house counsel must have not only a solid legal background, but also a deep understanding of the organisation’s operations, corporate objectives and financial and reputational challenges.

In my view, the most important attributes of the modern in-house counsel are the ability to lead collaboratively, strategic thinking, business acumen, emotional intelligence, adaptability and the ability to build trusting relationships with the various areas of the organisation. Likewise, I consider it essential to be able to translate complex legal issues into clear, practical solutions aligned with corporate objectives.

Legal leadership today demands influence rather than authority, and collaboration rather than imposition. The modern legal counsel must be recognised not only as a technical expert, but also as a strategic ally in decision-making and in the organisation’s sustainability.

How can in-house lawyers use AI to improve efficiency while maintaining quality, governance and integrity within legal teams?

I believe that artificial intelligence (AI) represents a transformative opportunity for legal teams, especially in terms of efficiency, data analysis and process optimisation. However, its implementation must be accompanied by robust standards of governance, ethics, confidentiality and professional oversight.

I am currently training in “Digital Leadership” and “Artificial Intelligence for Executives” programs as a proactive step to strengthen my understanding of the impact of these tools on organisations and the legal function. The goal of this training is to drive initiatives related to defining corporate policies, guidelines for the responsible use of AI and updating Ethics and Good Governance Manuals, promoting technological implementation aligned with principles of integrity, transparency and proper risk management.

I believe that the modern in-house counsel must not only understand the technological scope of artificial intelligence, but also lead its responsible implementation within organisations, ensuring that its use contributes to improving efficiency without compromising technical quality, integrity, confidentiality, or the ethical standards of professional practice.

Beyond your legal role, is there any cause or initiative you are particularly passionate about?

Beyond my legal role, I am passionate about using my profession and leadership to help close gaps in equality and women’s participation in corporate leadership roles. I believe it is essential to promote more equitable, diverse and inclusive environments where women’s talent and capabilities have greater opportunities for development, visibility and impact on strategic decision-making.