Most significant cases, projects, or transactions (past year)

Over the past year, our highest-impact work has centred on two long-term debt transactions: a MXN 1,500 million, 10-year refinancing with Bancomext in July 2026 and, most recently, a MXN 1,000 million, three-year credit facility with Banamex in August 2026 to prepay financial liabilities, including an existing bank loan and upcoming maturities of our outstanding certificates. Both transactions aimed to optimise our debt maturity profile and strengthen working capital flexibility.

Other key matters included completing the divestment of our remaining stake in Marzam, our former pharmaceutical distribution venture; maintaining COFEPRIS licensing and GMP certifications for our Toluca manufacturing plant, the platform supporting our exports to 18 markets; and providing the legal backbone for our multi-year productivity programme, which has already delivered MXN 1.1 billion in savings. Several other matters, including ongoing commercial negotiations, remain confidential and are therefore described here only in general terms.

Managing legal aspects during instability or crisis

My approach rests on three pillars: early-warning governance, through a cross-functional risk committee that meets on a fixed schedule rather than only when a crisis arises; built-in flexibility in key contracts and financing arrangements, reflected in this year’s debt refinancings, which extended maturities to provide a buffer against demand downturns; and disciplined, transparent communication with the Board and the market.

During the cyclical slowdown in 2025, Legal partnered with Finance and Commercial to recalibrate budgets and expenses, protect margins contractually, and ensure that all disclosures remained accurate and timely. We treated compliance as a stabiliser, not a brake.

What does “being strategic” mean to you?

Being strategic means sitting at the table before a decision is made, not reviewing it afterwards. It means translating regulatory, contractual and litigation risks into language that the CEO and Board can act on, and knowing when to accelerate a deal and when to slow it down. Above all, it means allocating legal resources—time, headcount and external counsel budgets—to the matters that genuinely drive the company’s growth and resilience, rather than treating every matter as equally urgent.

Digital transformation of the legal department and data protection compliance

We are digitising contract lifecycle management, regulatory monitoring and matter tracking to provide real-time risk visibility, while using AI responsibly and ethically through approved enterprise tools, human review and accountable decision-making. This transformation is being sequenced to comply with Mexico’s new data protection framework and the other data protection regulations applicable in the countries where Genomma Lab operates.

In Mexico, since March 2025, the former LFPDPPP has been replaced by a new federal law, with oversight transferred from the now-dissolved INAI to the Secretariat of Anticorruption and Good Governance. With implementing regulations still pending more than a year later, we built our systems and privacy notices around a stricter interpretation of the statute rather than waiting. This included updating data-processing agreements, retention schedules and cross-border transfer clauses across the markets in which we operate.

Geopolitical change and risk profile

Yes. As an exporter with manufacturing operations in Mexico and a presence across the United States and Latin America, we consider currency volatility, trade policy shifts and sovereign risk to be direct components of our risk register, and explicitly identify them in our public filings.

Our mitigation measures are primarily structural: diversifying our market base across 18 countries, incorporating interest rate flexibility into our financing arrangements, as demonstrated by our recent Bancomext facility, and stress-testing key contracts for potential tariff and regulatory shocks before they occur.