Team size: Nine

What are the most significant cases, projects or transactions that you and your legal team have recently been involved in?

Our legal team is deeply fixed in InterEnergy Group’s operations in the Dominican Republic, where we support CEPM and all its affiliates. We don’t just provide legal advice—we operate as strategic partners across the business.

Lately, our efforts have focused on CEPM Zero, a bold initiative to deploy over 600MW in renewable energy and accelerate decarbonisation in the eastern region. We’ve led legal efforts for EPCs, O&M contracts, PPAs, and strategic alliances, balancing favorable terms with compliance under evolving regulations.

Beyond drafting and negotiation, we’ve tackled land use complexities, environmental reviews, permitting, and regulatory challenges—always seeking practical solutions without losing sight of integrity or long-term value. We also helped structure two major project financings (US$170m and US$70M), coordinating across legal, regulatory, and financial fronts under tight deadlines. These are not just transactions, they’re milestones in the country’s clean energy transition.

How do you approach managing legal aspects during periods of instability or crisis to ensure the organisation’s resilience?

In times of instability, the legal function must become a stabiliser. My focus is to create clarity amid uncertainty. That means tracking regulatory changes in real time, keeping leadership informed, and mapping out legal scenarios so the business can move quickly, but with confidence.

During a recent disruption, we renegotiated contracts with urgency but never lost sight of the long game. In-house legal isn’t just a shield, it’s a compass. Our value lies in helping the organisation make informed, grounded decisions when it matters most.

Looking ahead, what trends do you foresee in the legal landscape in the Dominican Republic over the next five to ten years that companies should prepare for?

I see three forces reshaping the legal landscape: regulatory complexity, judicial transparency, and ESG becoming enforceable. First, sectors like energy, infrastructure, and digital services are seeing more sophisticated and globally aligned regulation. Legal teams need to get ahead of this—not just react to it. Second, the judiciary’s digital transformation is improving predictability, but also requires faster, sharper legal strategy. Third, ESG is moving from soft expectations to hard requirements. Topics like sustainability, data ethics, and community impact will demand legal rigor—often before the law catches up. Legal teams must evolve from risk managers to enablers of responsible growth.

AI has been taken seriously as a potentially revolutionary technological change in the legal world for a number of years now. Has it had a meaningful impact on how your legal team works at this time?

Yes, but not in the way the headlines suggest. AI has become a useful layer in our workflow: it helps with clause analysis, version comparisons, and surfacing contract risks. We’ve integrated it through tools like Juro, and it’s helped us reclaim time for deeper work.

But in a jurisdiction like ours, where legal frameworks often trail innovation, AI can’t replace context, judgment, or institutional memory. That’s where we bring the most value. I see AI as an enhancer, not a replacement. It helps us move faster, yes—but more importantly, it helps us think better. Our goal isn’t to automate legal—it’s to elevate it.