Team Size: 9 lawyers, including those within the Litigation Unit.

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

Over the past year, our team has supported high-impact strategic initiatives across the business, with a particular focus on strengthening the legal risk management framework, optimising contractual processes and supporting organisational transformation projects. We have also played an active role in the legal review and structuring of initiatives relating to innovation, the digitalisation of services and regulatory compliance, ensuring that business objectives remain aligned with the highest regulatory and control standards.

In addition, we have delivered significant improvements in operational efficiency, benefiting not only the Legal Department but also the wider business. One example is the ‘Challenge CIA – Comprehensive Checklist’ project, which involved standardising checklists for processes that directly affect business units. The objective was to create a more practical and efficient experience through a technological tool that reduces complexity and aligns processes with institutional standards, contributing to more agile, strategic and results-focused management.

Another key initiative has been the ‘Standardisation of Contract Templates for Business Self-Service’ project. This involved reviewing and standardising contract templates that do not require collateral, enabling business units to access and use them on a self-service basis and thereby streamlining the formalisation of unsecured loans.

We have also worked on the ‘Challenge CIA – Legal Document Expiration for Corporate Clients’ project, which involves developing a tool to monitor the expiry dates of corporate clients’ documentation. The tool generates alerts for the business executive responsible for each client when documents have expired or are approaching expiry, enabling updated documentation to be obtained promptly and ensuring that client files remain current and valid.

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

I believe that legal management during periods of uncertainty requires a combination of strategic vision, the ability to anticipate potential legal risks and timely, effective communication. Our approach focuses on identifying risks at an early stage, establishing clear channels of coordination with key areas of the business and providing timely advice to facilitate informed decision-making.

Furthermore, we foster a preventative culture rooted in compliance, transparency and operational continuity. Preparation, planning and multidisciplinary collaboration are essential to protecting the organisation’s interests and ensuring its resilience in the face of changing circumstances.

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

Being strategic means developing a deep understanding of the business’s objectives and using legal expertise as a tool to enable opportunities, manage risks and create value. The modern in-house lawyer must go beyond the traditional role of legal adviser to become a strategic business partner who actively contributes to the organisation’s sustainable growth.

What strategies do you employ to ensure the successful digital transformation of a legal department while maintaining compliance with your country’s data protection laws?

In addition to a strong legal background, I consider adaptability, critical thinking, a results-focused mindset, leadership skills and emotional intelligence to be essential. An in-house lawyer must be able to communicate effectively with a wide range of stakeholders, understand business challenges and provide practical solutions that balance risk mitigation with the company’s strategic objectives.