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 enabling complex, high‑value initiatives in the renewable energy sector, particularly in Colombia’s La Guajira region, through robust contracting, disciplined risk allocation, sound governance design and lender‑grade execution. A key part of my role has involved supporting financing‑related processes and transaction preparation, providing legal input that is both accurate and practical. This includes managing internal approvals, aligning stakeholders on timing and ensuring that documentation packages are coherent, consistent and fully enforceable under Colombian law, while meeting counterparties’ standards.

One of the most meaningful transactions I have worked on — particularly due to its transformative social impact — is a rural electrification project finance initiative designed to provide 24/7 access to clean energy for 840 Wayuu families in La Guajira. The project is structured around decentralised solar solutions, delivering individual systems to households located in areas without grid infrastructure. From a legal perspective, the transaction required carefully aligning financing structures, contractual frameworks and risk allocation with the long‑term objective of reliability and sustained community impact. Beyond its technical complexity, this project demonstrates how well‑structured project finance can be a powerful tool to promote inclusion, sustainability and tangible improvements in quality of life for underserved communities.

My role covered the full lifecycle of the transaction. It began with structuring the legal vehicle intended to both develop the project and serve as part of the security package for the financier. I then led the negotiation of all key project agreements, including debt financing, construction and operation contracts. My current focus is on supporting the execution phase, working closely with business teams to ensure proper implementation, manage emerging risks and ultimately secure the successful completion of the project.

Across this and other initiatives, I operate as a business partner with a strong focus on impact, anticipating legal and operational challenges early and helping deliver solutions that balance commercial objectives with long‑term development goals. My aim is to ensure that projects not only remain robust from a regulatory, lender, audit and dispute perspective, but also contribute meaningfully to Colombia’s social and economic development.

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

A clear instance was shaping transaction documentation to reduce execution risk and preserve strategic flexibility. In the binding term sheet referenced above, I worked on provisions that explicitly decouple implementation agreements from the condition of transferring the wind farm projects into the contemplated trust structure. This “continuity” approach supports commercial objectives by avoiding avoidable dependencies, maintaining momentum, and allowing the business to progress with implementation steps while still protecting counterparties’ rights through a clearly defined security and governance framework.

How do you manage situations where legal advice and commercial objectives conflict?

When legal risk and commercial objectives collide, I focus on options, not roadblocks. I map the risk (likelihood/impact), identify mitigation levers (structure, security, approvals, staged execution, contractual protections), and then present decision-ready alternatives with clear trade-offs. The objective is to preserve commercial intent while ensuring decisions remain defensible, implementable and aligned with the applicable law, governance standards and the organisation’s risk appetite.

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

I am deeply passionate about challenging the long-standing stereotype that lawyers are merely obstacles to progress — the people who say “no” to everything or focus exclusively on risk. From my very first professional role, I understood that being a lawyer is not just about technical legal knowledge, but also about developing a different lens to understand business decisions and value creation.

That realisation led me to pursue a master’s degree in international business, with the clear purpose of integrating legal thinking with commercial and strategic perspectives. I firmly believe that when in-house counsel understand fully how the businesses operates, they can move beyond risk identification and become active contributors to informed, sustainable decision-making.

In my day-to-day work, I intentionally seek to generate a positive impact on the people I work with, the projects I support and lead, and the organisations I am part of. My goal is for In-House legal teams to be perceived not as a “necessary control,” but as trusted business partners — teams that enable progress, help things happen and design solutions where risks are properly understood, managed and aligned with the organisation’s objectives.

Ultimately, I see the in-house legal function as a catalyst for value: one that brings clarity, structure and confidence to complex decisions, and that allows the business to move forward responsibly and effectively.