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

I have had the privilege of leading multinational transactions for companies in which I serve as a partner and Chief Legal Officer. At COSEVI, I developed the legal strategy that enabled commercial relationships with international brands including Bolide, a US government contractor offering NDAA-compliant solutions, Buffalo Armory, Aerovehicles and EPEL, one of the world’s largest vehicle-armouring companies. Together with my legal team, particularly our Legal Director, Derick Collado, I also oversee the company’s labour, criminal, civil, commercial and private international law matters in-house.

As Vice-President of COLADIC-RD, I accompanied its President in signing a framework cooperation agreement with the Inter-American Court of Human Rights to promote international and comparative law in the Dominican Republic. I have lectured at UNIBE, my alma mater; collaborated with PUCMM in selecting students for international competitions; taught International Law and Human Rights at the University of San Carlos of Guatemala; and been nominated for and recognised with an honorary doctorate by the Ibero-American Federation of Lawyers in Brazil. I have also served as a national administrator or judge in the Jessup, Víctor Carlos García Moreno and Eduardo Jiménez de Aréchaga competitions, becoming the youngest judge in several categories. Upon joining ANJE, I was its youngest member at the time.

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

During periods of instability or crisis, I manage legal matters through a strategic and preventative approach focused on business continuity. I identify legal, regulatory, contractual and reputational risks, assess their impact and establish a response plan suited to each situation’s urgency and complexity.

The legal department must move beyond a reactive role by anticipating scenarios, developing response protocols and proposing practical solutions that protect the organisation without compromising operations. This approach strengthens resilience, reduces risk exposure and supports coordinated recovery and long-term sustainability.

Have you had any particularly unique or interesting experiences during your legal career?

At the age of 22, I had the opportunity to work closely with Alexandra Gärtner, Vice-President of Legal Affairs at Grupo Martí and a close friend, alongside an extraordinary team of in-house lawyers, handling the permits, regulatory requirements and legal matters related to Grupo Martí’s operations.

The in-house legal department was relatively small, worked closely with external law firms and I was its youngest member. Participating in a transaction of this scale so early in my career was highly formative.

Based on your experience over the past year, are there any legal or business trends other in-house lawyers should monitor?

The principal trend I have observed is the accelerating pace of legal and regulatory change. Social, technological and business developments are creating new obligations, restrictions, oversight mechanisms and penalties.

In-house counsel must remain continuously informed, evaluate the operational impact of reforms, advise leadership and translate regulatory changes into practical compliance measures before disputes, sanctions or reputational harm arise.

What is the greatest innovation you have implemented over the past year?

The most important innovation has been creating a more digital, centralised and preventative in-house legal function. We consolidated contract management, litigation, deadlines, regulatory matters, corporate records and compliance obligations; introduced automated alerts, electronic signatures and risk matrices; and improved traceability and access to legal information.

This shifted the department from reactive support to a more proactive and strategic role.