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

Over the past twelve months, my work has focused on reinforcing Legal and Compliance as a strategic business partner, with a clear emphasis on scalability, regional consistency and cultural impact.

A central project was the relaunch and evolution of the Compliance framework across Latin America, including the design and rollout of a regional Compliance Risk Assessment. I led the redesign of the methodology to move away from a purely formal mapping exercise, towards a business‑driven tool, tailored by function and risk exposure. The model developed locally was later shared with global stakeholders as a best practice.

Additionally, I have driven several legal efficiency and operational excellence initiatives, including contract process optimization and the local embedding of automation tools, with the objective of reducing turnaround times and improving stakeholder experience.

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

A defining example was my involvement in advising the business during the planning and execution of key commercial and brand initiatives, where legal decisions had direct strategic implications.

Rather than limiting legal input to contract review or risk flagging, I worked closely with senior stakeholders to frame legal advice in terms of strategic options, outlining not only what could or could not be done, but how objectives could be achieved in a compliant and sustainable way. This included assessing regulatory constraints and translating them into practical decision‑making frameworks for the business.

Organisations are facing increasing regulation across jurisdictions. How do you embed compliance across the business?

In a context of increasing regulation and enforcement across jurisdictions, my approach to compliance is grounded in the belief that compliance only works when it is embedded in how the business operates, not treated as an external control function.

I focus on three core pillars: Business‑embedded compliance, leadership ownership and culture and continuous communication/effective trainings.

Compliance frameworks must be designed around real business activities and risk profiles, rather than abstract rules. Therefore, I work closely with management to ensure compliance expectations are reinforced through everyday decisions, internal communications and useful trainings opportunities, positioning integrity and fair play as business values rather than legal obligations.

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

Beyond my pure legal role, I am passionate about social impact initiatives that create long‑term change in the communities where we operate, particularly those that promote inclusion, opportunity and access through sport.

I have been actively involved in supporting and shaping our Social Impact strategy, which is built around a unified framework aligned with the company’s purpose. From my perspective, I contribute by ensuring strong governance, transparent partnerships and responsible execution. I strongly believe that social impact is most powerful when it is embedded into business strategy and truly lived by our employees and teams.