Team size: 23

What are the key projects you have been involved in over the past twelve months? Please describe your role, impact and outcomes.

Over the past twelve months, I have led and supported several strategic initiatives from the Legal & Compliance Directorate of Job&Talent Colombia. I would highlight two projects due to their impact on corporate governance, risk management and organisational transformation.

The first was the design of the company’s sustainability strategy in Colombia, aligned with the Sustainable Development Goals, the UN Global Compact principles, and reporting requirements before the Superintendence of Companies. The project included the sustainability policy, SDG prioritisation, indicators and the identification of strategic partnerships, among other initiatives. As a result, the company submitted its first sustainability report before the Superintendence of Companies, transforming sustainability into a formal pillar of corporate governance and value creation, with the objective of adopting GRI standards in the future.

The second was providing strategic labour legal advisory support in an organisational transformation process associated with the progressive adoption of artificial intelligence (AI) under the “AI First” strategy. My role focused on structuring the legal and communication framework, managing labour risks, and supporting senior management to ensure an orderly and legally sound execution of the company’s team reorganisation process.

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

A recent example in which my legal advice directly influenced business strategy was the definition of Job&Talent Colombia’s legal and commercial position regarding the new rules on outsourcing and temporary staffing services derived from Colombia’s recent labor reform (Law 2466 of 2025).

Job&Talent operates in Colombia under a B2B model, with more than 20,000 workers distributed across hundreds of national and multinational clients. My role consisted of translating the labour reform changes into a practical roadmap for the company’s core business: explaining to clients and operational teams how outsourcing structures and temporary staffing services should be properly implemented under the new regulatory framework.

This advisory work involved defining operational criteria, contractual guidelines, legal and operational controls, client training and monitoring mechanisms. The impact was strategic: the company was able to anticipate labour and contractual risks, protect the continuity of its business model, strengthen client trust and position itself as a knowledgeable partner supporting the adaptation of outsourcing schemes in Colombia.

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

The role of the general counsel has evolved from a technical and reactive function into a strategic position closely connected to senior management and business decision-making. Today, in-house lawyers must understand the operation, anticipate risks, manage multidisciplinary teams and translate complex legal matters into practical decisions.

In my experience, the most important attributes are legal judgment, business vision, influence, leadership, risk management, regulatory knowledge and understanding of emerging issues such as sustainability, corporate compliance, and artificial intelligence. The modern in-house lawyer not only protects the company, but also enables responsible decisions aligned with corporate objectives.

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

Artificial intelligence is already part of the corporate environment. The challenge for in-house counsel is no longer whether to use it, but how to govern it. AI should be approached as a strategic co-pilot, not as a substitute for legal judgment.

The first step is defining the right tools for the legal department’s needs: review of large volumes of documents, contract analysis, consultation of internal document databases, risk segmentation, draft generation and compliance support.

AI assistants, specialised agents and solutions integrated into corporate suites can improve efficiency, provided there is a clear governance framework defining what information may be uploaded, which processes may be automated, who reviews the outputs, and how traceability is documented.

The in-house lawyer must position themselves as the architect of responsible AI use, promoting efficiency while ensuring legal quality, confidentiality and regulatory compliance. Technology can accelerate processes; however, legal judgment and institutional responsibility remain human.

Beyond your legal role, is there a cause or initiative you are especially passionate about?

Beyond my corporate role, one initiative I am particularly passionate about is teaching. I currently serve as a professor in Master’s and postgraduate law programs at Universidad Icesi, Pontificia Universidad Javeriana Cali, and Universidad de San Buenaventura Cali, teaching subjects related to corporate compliance, corporate social responsibility, and corporate risk.

Teaching allows me to contribute to new generations of lawyers with a strategic, ethical, and business-oriented perspective, connecting corporate experience with academic training in corporate law, compliance, sustainability and risk management.