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

As an in-house lawyer within a corporate group such as Grupo Energía Bogotá (GEB), my role extends far beyond providing legal advice on individual matters. It involves partnering with the business and its subsidiaries to support strategic decision-making, navigate complex regulatory and commercial environments, identify and manage legal risks, and help enable the successful execution of initiatives that are critical to the Group’s long-term growth and value creation.

Over the past twelve months, I have been involved in several strategic initiatives across the Group, particularly in cross-border transactions and energy infrastructure projects.

One of the most significant matters was the creation of the joint platform between GEB and La Caisse for the consolidation of electricity transmission assets in Brazil. This transaction represented a major milestone in GEB’s international growth strategy and required the alignment of multiple commercial, governance, regulatory, and operational interests across different stakeholders and jurisdictions. My role focused on supporting the legal structuring of the transaction, identifying and managing legal risks, negotiating key contractual arrangements and advising the company throughout discussions with the partner to help achieve a balanced, sustainable and value-generating agreement for all parties involved. The successful completion of the transaction strengthened GEB’s position in one of the most relevant energy markets in the region and contributed to the Group’s long-term international expansion objectives.

I was also actively involved in the evaluation and structuring of the La Guajira Regasification Project, a strategic initiative led by one of GEB’s subsidiaries aimed at strengthening Colombia’s natural gas supply infrastructure and contributing to the country’s energy security. The project involves the development of regasification infrastructure that will facilitate the import and integration of natural gas into the national transportation system. My contribution focused on the legal assessment of the project structure, the identification and mitigation of legal and regulatory risks and the negotiation of contractual frameworks designed to provide certainty, transparency and appropriate risk allocation among the various stakeholders involved.

Across both projects, my objective was not only to provide legal protection, but also to support business decision-making through practical, commercially focused, and solution-oriented legal advice. I believe the greatest value an in-house lawyer can bring lies in combining legal rigor with strategic judgment, enabling complex projects to move forward while safeguarding the company’s long-term interests.

Can you describe an instance where your legal advice directly influenced business strategy or commercial objectives?

One of the most valuable aspects of working in-house is the opportunity to contribute directly to strategic decision-making and business growth.

A particularly meaningful example over the past year was my involvement in the joint platform transaction between Grupo Energía Bogotá (GEB) and La Caisse. The transaction was a key component of GEB’s international growth strategy and involved complex legal, regulatory, governance and commercial considerations across multiple stakeholders and jurisdictions.

Rather than approaching the matter solely from a risk mitigation perspective, I worked closely with senior management, business teams and external advisors to help structure a framework that aligned legal protection with the company’s broader strategic objectives. My role included identifying and assessing legal risks, supporting negotiations with the partner and contributing to the development of clear and robust contractual arrangements that appropriately balanced the interests of both parties while providing certainty for the long-term operation and governance of the platform.

By translating legal analysis into practical and commercially viable solutions, I was able to help facilitate informed decision-making and support the successful execution of a strategically important transaction. The outcome not only strengthened GEB’s presence in one of the most important energy markets in the region but also demonstrated how legal counsel can serve as a business enabler and a trusted strategic partner.

Experiences such as this reinforce my belief that the modern in-house lawyer creates the greatest value when legal advice serves not only to protect the business but also to enable growth, foster strategic partnerships and support the achievement of long-term corporate objectives.

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

The role of general counsel has evolved considerably over the last decade. Today, in-house lawyers are expected not only to provide technical legal guidance, but also to act as strategic advisors with a deep understanding of the business, industry dynamics, corporate governance, and enterprise risk.

Modern legal departments are increasingly integrated into core business discussions, particularly in areas involving growth strategy, innovation, technology, compliance, reputation management and crisis response. As a result, legal leaders have become key contributors to executive decision-making and corporate strategy.

In this context, I believe the most important attributes for the modern in-house lawyer are strategic judgment, commercial awareness, adaptability and the ability to communicate effectively across all levels of the organisation. Equally important are collaboration, integrity and the ability to build trust with both internal and external stakeholders.

Ultimately, the modern in-house lawyer must combine technical excellence with business acumen, leadership and a solution-oriented mindset, helping organisations navigate increasingly complex environments while enabling sustainable growth.

What key trends should in-house counsel be monitoring over the coming months?

In-house counsel are operating in an environment that is becoming increasingly complex, interconnected and fast-moving.

One of the most significant trends is the rapid integration of artificial intelligence and emerging technologies into business operations. Legal teams will continue playing a central role in addressing governance, regulatory compliance, cybersecurity, intellectual property and ethical considerations associated with these technologies.

Another key area is the growing regulatory focus on ESG, data privacy, corporate transparency and cross-border compliance. Companies are facing heightened expectations from regulators, investors and stakeholders regarding accountability, governance, and responsible business practices.

Additionally, ongoing geopolitical and economic uncertainty is increasing pressure on organisations to strengthen risk management frameworks, contractual resilience and operational agility. In this environment, legal departments are expected to contribute proactively to strategic planning rather than reactively managing issues once they arise.

Finally, the legal function itself continues to evolve. There is an increasing emphasis on efficiency, technology adoption and demonstrating measurable business value. In-house lawyers are expected to operate not only as legal advisors, but also as strategic leaders capable of supporting innovation, managing complexity and contributing to long-term business objectives.