How do you approach managing legal aspects during periods of instability or crises, and how does your legal strategy align with the broader business strategy to ensure the organisation’s resilience? 

In times of instability or crisis, my approach begins with clarity and prioritization. The first step is to identify the specific risks facing the business—whether political, market-driven, operational, financial, or regulatory—and translate those into clear legal and operational implications. From there, I focus on building agile legal frameworks that allow the company to adapt quickly while maintaining compliance, safeguarding governance standards, and protecting our stakeholders.

The legal function must operate as a strategic partner, not a reactive advisor. This means anticipating potential scenarios, aligning closely with management on business objectives, and ensuring that legal decisions reinforce long-term value creation and resilience. In practice, this includes proactive scenario planning, reinforcing contractual and financing structures, and maintaining transparent communication among internal and external stakeholders.

Ultimately, our legal strategy mirrors the business strategy: proactive, data-driven, analytical, and grounded in sound judgment. By fostering collaboration and shared clarity across teams, the legal department becomes not only a safeguard, but also a catalyst for stability during periods of uncertainty.

What are the major cases or transactions you have been involved in recently?

This year, I contributed to two transactions that were pivotal to advancing our investment strategy and reinforcing the long-term positioning of our industrial last-mile portfolio.

The first was securing a MXN $1,250 million co-investment to acquire, redevelop, and stabilise a strategic asset in Monterrey, which, together with a neighboring property, will become the largest last-mile logistics complex in Mexico. The co-investment involved three of the country’s largest pension funds, requiring careful alignment of governance standards and investment objectives.

The second was a MXN $1,200 million structured financing with BBVA for our Fund I portfolio. This financing required a solution that was deeply integrated with the operational and cash-flow profile of the assets, rather than a standard facility. Close collaboration with the finance team was critical in aligning covenants and guarantees with the economic realities of the portfolio, and in translating business needs into a structure that balanced lender protections with operational flexibility.

What measures has your company taken to embed sustainability practices into its core business operations, and how does the role of the general counsel contribute to driving and ensuring sustainable practices within the company?  

Sustainability at Proximity Parks is embedded in our core business strategy. Through our Triple-Net-Positive philosophy, we ensure that every project creates long-term value for investors, cities, and the environment. This translates into developing energy-efficient logistics assets, strategically located to reduce transportation emissions and designed to strengthen the surrounding urban fabric through infrastructure improvements, job creation, and community integration.

Within this framework, my role is to ensure that ESG principles are consistently embedded across the investment and asset lifecycle — from how we structure transactions to how we design, develop, and manage our properties. This involves aligning governance standards, decision-making processes, and risk management practices with our sustainability objectives. By integrating legal strategy with long-term environmental and social priorities, ESG becomes not a parallel initiative, but a core strategic driver of value creation and responsible growth across the organisation.