Team size: 34 team members

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

Over the past year, my legal team has focused on strengthening and streamlining the Legal Department’s internal processes, particularly in the areas of litigation management, garnishments, contract administration, and regulatory compliance. One of our key achievements has been improving operational efficiency and reducing response times across the department.

One of the most significant transactions I personally led involved a contractor who intended to withdraw from five contracts with a combined value of approximately DOP 900 million. Through negotiations and strategic legal support, I was able to reach an agreement that prevented the contractor from terminating the contracts, allowing the projects to continue under their original contractual framework and avoiding significant operational and financial disruption.

In addition, we have significantly improved turnaround times for certified contracts. Before I joined the organisation, it typically took three to four months for a certified contract to be finalised. Through process improvements we have reduced that timeframe to approximately one month.

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

Operating in an environment that frequently faces challenges and periods of instability has reinforced the importance of strong leadership, clear communication, and consistency. During difficult periods, I focus on providing my team with the confidence and support they need to remain engaged and effective.

I encourage my team to stay focused on our mission and continue delivering legal services that reflect the highest standards of professionalism. I believe that maintaining a positive attitude, exercising sound judgement, and remaining committed to excellence are essential for navigating uncertainty successfully.

My approach is to lead by example, promote collaboration, and ensure that legal risks are managed proactively while supporting the organisation’s operational objectives. Ultimately, our work ethic, professionalism, and results speak for themselves and help strengthen the organisation’s resilience during challenging times.

General counsel often speak of the need to be strategic to reach the pinnacle of the profession. What does being strategic mean to you?

For me, being strategic means understanding both the organisation’s needs and my team’s capabilities, and aligning them to achieve the best possible outcomes. At the corporate level, strategy is essential to ensuring efficient operations, sustainable growth, and effective risk management.

Being strategic requires knowing when to negotiate, how far to negotiate, and how to balance legal, operational, and business objectives. It also means having a thorough understanding of internal processes, staying informed about new laws and regulatory developments, and ensuring that key legal and business risks remain under control.

Most importantly, a strategic legal leader must think ahead, anticipate potential scenarios, and prepare solutions before challenges arise. By combining sound judgement, forward-thinking, and a deep understanding of the organisation, legal counsel can become a true business partner and contribute meaningfully to the institution’s long-term success.

Have you had any experiences during your career as a lawyer that stand out as particularly unique or interesting?

Throughout my career, I have worked as in-house counsel in highly regulated industries, particularly in the electricity sector. What makes this experience unique is that being an effective lawyer in such an environment requires much more than a strong understanding of the law. It also demands a deep knowledge of industry-specific regulations, operational processes, and technical terminology.

Over the years, I have made it a priority not to limit myself to the traditional legal perspective. I believe that to provide sound legal advice and effectively protect the organisation’s interests, it is essential to understand the technical language and operational realities of the business. In the electricity sector, this means becoming familiar with complex regulatory frameworks, engineering concepts, and industry practices.

This multidisciplinary approach has enabled me to develop well-informed legal criteria, anticipate risks more effectively, and defend the company with greater confidence when faced with regulatory, contractual, or litigation challenges. I have found that the most successful in-house lawyers are those who can bridge the gap between legal analysis and business operations, becoming true strategic partners to the organisation.

What do you think are the most important attributes for a modern in-house counsel to possess?

The most important attributes are strategic thinking, business acumen, adaptability, and effective communication. It is essential to understand the organisation’s objectives and industry environment, not just the legal framework.

In addition, a successful in-house lawyer must be proactive in identifying and mitigating risks, capable of working across multidisciplinary teams, and able to translate complex legal issues into practical business solutions. Above all, integrity, sound judgement, and leadership are critical to building trust and creating value for the organisation.