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? 

During periods of instability or crises, I see my role as that of a bridge-builder between the legal function, business leadership, and external stakeholders. My priority is to understand the root of the issue -whether regulatory, commercial, or geopolitical- and translate its impact into clear business terms so that decision-makers can respond swiftly and with confidence.

Communication and coordination are essential. I focus on creating a shared understanding among executives, ensuring that legal considerations are not seen as obstacles but as enablers of sound decision-making. By aligning legal strategy with operational objectives, the organisation can act decisively while staying within a framework of compliance and governance.

In a recent cross-border transaction, for example, we faced a volatile regulatory and financial context. My approach was to connect internal teams, external counsel, and regulators around a single strategic narrative, allowing us to navigate uncertainty without losing business momentum.

Ultimately, I believe that in times of instability, the legal function must not only mitigate risk but create alignment, build trust, and sustain clarity, turning disruption into an opportunity to reinforce the organisation’s long-term resilience.

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

In the past year, I have been involved in several cross-border M&A and corporate finance transactions between Mexico and the United States, advising on deal structuring, negotiation of key transaction documents, and regulatory coordination.

For example, I recently led the legal workstream in the sale of a controlling stake in a U.S. company, where we exercised a drag-along right to bring minority shareholders into the transaction. The negotiation with those minority shareholders was particularly complex and required balancing strict legal enforcement with commercial pragmatism.

In another transaction, I advised on the acquisition of a minority interest in a Mexican company, structured with a future call right to acquire a majority stake. This design aligned long-term strategic interests while ensuring robust governance and regulatory certainty.

I take pride in connecting legal precision with business pragmatism, ensuring that our legal strategy not only protects value but also helps create it.

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?  

From the legal team, I contribute to sustainability by ensuring that every transaction and contractual framework reflects long-term governance, transparency, and accountability. In my view, sustainability goes beyond environmental factors: it’s also about building organisations that are legally sound, ethically managed, and socially responsible.

Working closely with business and compliance teams, I focus on embedding sustainable principles into decision-making processes, particularly in relation to risk management, regulatory compliance, and stakeholder trust. By doing so, the legal team helps the company grow responsibly, protecting its reputation, ensuring regulatory alignment, and creating value that endures over time.