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

I currently serve as Lead Counsel for Vantive’s Latin America North legal function, supporting a business that operates in highly regulated healthcare markets across multiple jurisdictions. I partner closely with regional leadership to help the business navigate legal complexity while maintaining operational continuity and pursuing strategic goals.

The past twelve months have been shaped by a significant corporate transition. As Legal Counsel for Latin America, I led the legal workstream to ensure our regional operations could continue serving patients and healthcare providers without interruption during a period of organisational change. This included redefining entity structures, establishing governance frameworks and building the contracting architecture needed for independent operations across multiple jurisdictions in a highly regulated industry.

In parallel, I am leading a commercial restructuring of our distribution channel, reviewing legacy arrangements, terminating those that no longer serve the business and designing new agreements aligned with our evolving commercial model. This is an ongoing initiative that requires balancing legal precision with commercial continuity. I also led the development of new contract templates and a redesigned contract lifecycle process, including training programs to build internal efficiency and ensure contracts function as vehicles for business objectives.

Finally, I led the legal workstream for the launch of digital health tools for patients and healthcare institutions, navigating data privacy, cybersecurity and contractual requirements with both public and private sector clients.

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

As the business evolves, one area where legal advice has been particularly influential is the ongoing restructuring of our distribution model. The inherited arrangements were not fully aligned with our commercial objectives, and I identified an opportunity to redesign the framework in a way that better supports market access and long-term growth while remaining compliant with competition and healthcare regulations. I recommended a phased approach, requiring early alignment with commercial leadership and careful stakeholder management, which gives the business greater control over its go-to-market strategy without operational disruption. Although still in progress, this initiative is already shaping how we approach commercial relationships in the region.

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

Three trends stand out. First, the acceleration of digital health solutions is creating complex legal challenges around data privacy, cybersecurity and cross-border data flows. In-house lawyers in healthcare must become fluent in the interplay between health regulations, data protection frameworks and technology contracts across jurisdictions with rapidly evolving rules.

Second, budget constraints and frequently changing procurement and contracting rules in Latin American public health systems demand constant vigilance. Combined with intensifying competition law enforcement in the healthcare sector, in-house counsel must proactively review commercial practices and ensure compliance programs are embedded in day-to-day decision-making rather than existing as merely formal exercises.

Third, companies in our sector are constantly evolving, adjusting strategies, redefining go-to-market models and adapting to new competitive realities at an accelerating pace. In-house lawyers must be prepared to support that velocity of change, providing legal frameworks that are flexible enough to enable rapid strategic shifts without compromising compliance or operational integrity.

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

The role has shifted from gatekeeper to strategic partner. In a healthcare company operating across multiple regulated markets and deploying digital solutions in sensitive environments, the legal function cannot be reactive. We are expected to anticipate risks, shape business decisions at their inception, and deliver practical solutions that enable progress.

The most important attributes are three. First, strategic judgment: assessing legal risk in the context of commercial objectives, timelines, and competitive dynamics. Second, adaptability: stepping beyond traditional legal boundaries to contribute to operational, regulatory, and technology decisions. Third, the ability to build trust. The quality of our relationships with business leaders determines how early we are consulted and how much influence we exercise. I see my role as helping the business take informed decisions and move forward with confidence, balancing legal safeguards with practical execution.