General counsel and vice president of legal affairs | Playa Grande Holdings
Laura Troncoso Ariza
General counsel and vice president of legal affairs | Playa Grande Holdings
Team size: 40
Career Biography
From her earliest days as a law student in Santo Domingo to her current role as General Counsel & Vice President of Legal Affairs at one of the Caribbean’s most ambitious luxury developments, Laura Troncoso Ariza has built a career defined by strategic insight, cross-border expertise, and the capacity to transform legal frameworks into engines of economic growth.
Educated in a blend of local and international settings — the Carol Morgan School in the Dominican Republic, Brillanmont International School in Lausanne, Switzerland — Laura learned early the value of adaptability and global perspective. She graduated Magna Cum Laude from the Universidad Iberoamericana (UNIBE) in 2004, where she began to link legal analysis with business strategy, a skill that became a hallmark of her professional work. In 2006, she continued her academic ascent with an LL.M. from Georgetown University Law Center, graduating with honors and focusing on corporate law, alternative dispute resolution, and finance. In 2024, she further enhanced her executive leadership skills through the Instituto OMG’s Programa de Formación de Consejo de Directores, a platform dedicated to high-level governance and strategic decision-making.
Laura’s professional journey began in general legal practice at the prestigious consulting firm OMG, where she was quickly involved in complex corporate, litigation and financial matters. After completing the L.L.M. from Georgetown University Law Center in 2007, her career took a decisive international turn when she joined the Inter-American Investment Corporation (now BID Invest) in Washington D.C. as a legal fellow. There, she participated in transactions that spanned continents and industries: a $300m subordinated loan in Brazil, a $50m bond issuance in Mexico, a $40m revolving credit facility in the United States, and structuring loans for SME’s throughout Latin America, blending legal expertise with development impact.
Upon returning to the Dominican Republic, Laura rejoined OMG and, over the next decade, rose from Senior Consultant in Finance to Director of the Tourism & Real Estate Department. In this capacity, she became a pivotal figure in the structuring of complex real estate transactions, hotel acquisitions, resort management agreements, franchising deals, and condominium developments. Her expertise extended beyond contracts, encompassing regulatory compliance, financing arrangements, construction and design agreements, and urbanism rules. She was not merely a legal advisor; she was a deal architect, aligning legal structures with commercial imperatives for investors, developers, asset managers, and contractors.
In 2021, Laura took on her current role initially overseeing the legal affairs of the Playa Grande Golf & Ocean Club and the Amanera Hotel located in the Dominican Republic, and this role recently evolved into also heading Human Resources, Security and Logistics. As part of the Executive Leadership Committee of the Project, she is responsible for designing permitting strategies, supporting investors on legal development matters, leading all corporate governance activities, and negotiating contracts with buyers, contractors, and suppliers. Her portfolio also includes labor counsel, tax strategy, and the legal oversight of high-value real estate developments within the project.
Laura has contributed to international publications such as Getting the Deal Through: Construction, Doing Business (World Bank), and industry-focused articles on hotel management structures. She is an active member of the Executive Committee of ADETI and serves on the legal committees of ASONAHORES, ADETI, and AMCHAM-DR, where she helps shape the legal and regulatory landscape for tourism and real estate in the Dominican Republic. Her participation in high-profile forums such as CHRIS-HOLA, FODATUR, CHICOS Caribbean Hotel Investment Conference, and legislative review sessions organized by CONEP reflects her position as both a thought leader and an advocate for industry advancement
What are the most significant cases, projects and/or transactions that you and/or your legal team have recently been involved in?
The most significant undertaking has recently been the legal structuring and development of a new infrastructure project, that will become a gamechanger. The project has required navigating complex regulatory frameworks, land use issues, environmental permitting, and coordination with multiple government agencies. It has also involved the negotiation and oversight of large-scale infrastructure contracts and the implementation of compliance frameworks aligned with international standards. Legal has become the project manager of this project, not only from a permitting perspective, but also cost and operations. Additionally, there are various community initiatives that will be occurring as part of the overarching strategy.
I also led a major organisational restructuring on the Human Resources front. As part of a broader operational realignment, I assumed oversight responsibilities for HR, Security and Logistics. This transition has required revising internal policies, updating contracts and procedures, and ensuring labor law compliance across multiple functions — while also fostering a more integrated governance model across departments. It has also required assuming roles that are not necessarily intuitive to legal in a real estate tourism project, adding challenges and allowing for new areas of expertise.
I support the legal framework for operating a multi-residential golf club that employs over 300 staff and includes 15 private villas, 22 condominium units, and a 25-room ultra-luxury hotel. All components are managed under prestigious high-end brands, requiring rigorous compliance with brand standards, labor regulations, and complex hospitality and real estate structures.
Each of these projects reflects the expanding and strategic role that Legal is playing within the organisation — not only as a risk mitigator, but also as a key enabler of growth and transformation.
How do you approach managing legal aspects during periods of instability or crisis to ensure the organisation’s resilience?
I prioritise structure and clarity. In high-pressure environments, legal must become a source of calm and order. We create streamlined internal processes, clear lines of communication, and fast-response protocols so that decisions can be made quickly and with legal certainty. Documentation, risk mapping, and contingency planning become daily tools — not just safeguards, but also operational necessities.
I make it a point to understand the business at a granular level. This means being present at the table with operations, finance, HR, and executive leadership — not just reviewing contracts or policies in isolation. Understanding how the business generates value, where it is vulnerable, and what it is trying to protect or achieve, we can give legal advice that is pragmatic, tailored, and forward-looking.
In times of crisis, Legal must go beyond the law. Whether we’re managing labour risks, contract renegotiations, or reputational exposure, we act not only as legal advisors, but also as strategic enablers, helping the organisation move forward, adapt, and emerge stronger.
What is a cause, business or otherwise, that you are passionate about? Why is this?
I’m deeply passionate about helping foster the development of the surrounding community, especially our employees and their families, ensuring that our efforts go beyond corporate goals to create lasting, positive impact. Through local initiatives in education, employment, and infrastructure, we aim to build a thriving, resilient community that grows alongside our organisation.
How does your team contribute to the overall business strategy of the company? Can you share an example of a recent legal-led initiative that had a significant impact?
We launched a waste management initiative focused on successfully classifying waste streams and promoting sustainable practices across the organisation. To ensure long-term impact, we’ve empowered team champions within each business unit to lead implementation and drive accountability.
Looking forward, what trends do you foresee in the legal landscape in Dominican Republic over the next 5–10 years that companies should prepare for?
The legal landscapte in the next 5-10 years will require a more evolved and in-tune participation with the business, not just the risk. These roles will require multi-practice and multi-expertise individuals able to navigate in high stress situations.