Team Size: 6 lawyers

What piece of work or project over the past year are you most proud of, and why was it particularly significant for the business?

Looking back over the past year, I take particular pride in having been part of the team that supported Cemex’s return to the Mexican capital markets in October 2023, after a 15-year absence, through the placement of Sustainability-Linked Long-Term Notes for Ps. $6,000 million, later reopened in February 2024 for an additional Ps. $5,500 million. This was a milestone transaction for the company, not only because of its size, but because it re-established Cemex’s presence in the local debt market after so many years and did so through an instrument tied to concrete carbon-emission reduction targets. Being part of the team supporting the legal and regulatory aspects of that transaction, in close coordination with internal and external stakeholders, was one of the most demanding and rewarding experiences of my career to date, and it reaffirmed to me the value of combining technical rigour with a genuine understanding of the business’s strategic priorities.

What skills or experiences have been most important in your development as an in-house lawyer so far?

My path has taken me through a law firm, a financial company, a multinational publicly listed corporation, and now an in-house role at a Mexican issuer, and each stage has shaped a different skill I now rely on daily. The firm gave me technical discipline and attention to detail; the financial sector taught me to work under commercial pressure and tight timelines; and my time in a large corporate capital markets team taught me how legal work connects to a company’s financial strategy and its relationships with regulators and investors. Moving in-house has required me to bring all of that together with a more practical, solutions-oriented mindset — understanding that legal advice only creates value when it is actionable and aligned with the business’s real needs. If I had to name the single most important skill, it would be the ability to translate complex regulatory requirements into clear, workable guidance for non-legal stakeholders.

Have you been involved in any initiatives to improve legal processes, introduce new ways of working, or make the legal function more efficient?

Yes — one of the initiatives I am most excited about is the digital transformation of our contract management process. I have been involved in developing an in-house platform designed to centralise, standardise and streamline how contracts are drafted, reviewed and tracked across the organisation. The goal is to reduce reliance on scattered documents and manual processes, improve visibility into contractual obligations and deadlines, and free up the legal team’s time to focus on higher-value strategic work rather than administrative follow-up. It reflects a broader shift I believe in strongly: that in-house legal teams should not just react to requests, but actively build the infrastructure that makes the rest of the organisation more efficient.