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 financial, operational, or regulatory instability, I adopt a proactive, business-integrated legal strategy aimed at ensuring continuity, credibility, and institutional control. My approach is grounded in preventive legal planning, dynamic risk management, and scenario-based analysis, enabling the organisation to anticipate potential exposures rather than merely react to them.

I work in close alignment with senior management, the General Counsel and the board of directors, integrating legal considerations into strategic decision-making processes. This ensures that the legal function operates not in isolation but as a core enabler of corporate resilience. Particular emphasis is placed on the early identification and mitigation of vulnerabilities in key areas such as contractual performance, regulatory compliance, financing arrangements, and stakeholder obligations.

Through this integrated approach, I have supported corporate groups in maintaining operational continuity, preserving liquidity positions, and upholding contractual and fiduciary commitments even under volatile conditions. My overarching objective is to convert uncertainty into structured decision-making and ensure that the legal strategy not only mitigates risk but also acts as a strategic instrument for stability, governance enhancement, and sustainable long-term growth.

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

In recent years, I have led and structured multiple complex legal transactions and strategic operations across the construction, industrial, and manufacturing sectors, often involving cross-border elements and multi-jurisdictional coordination. Notable engagements include, among others:

Corporate Structuring and Project Finance: Design and capitalisation of special-purpose vehicles (SPVs) to support project financing, optimise shareholder control, and enhance long-term governance frameworks – ensuring proper allocation of risks and compliance with both Mexican and international corporate standards.

Technology and Digital Transformation Agreements: Negotiation and execution of a multi-phase ERP implementation contract (Microsoft Dynamics 365), encompassing system design, deployment, licensing, and supplier performance governance across multiple affiliated entities within the group.

EPC and International Supply Agreements: Structuring and negotiation of Engineering, Procurement, and Construction (EPC) contracts and high-value supply agreements with international counterparties, ensuring alignment with Mexican labor, REPSE, tax, and environmental obligations, while maintaining commercial flexibility and contractual risk balance.

These transactions illustrate a leadership style that integrates legal precision with commercial pragmatism, safeguarding compliance and corporate integrity while advancing business growth, capital efficiency, and value creation.

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 is no longer a peripheral consideration but a central pillar of corporate governance and strategic planning. Within this context, the legal function must act as both a guardian of compliance and a driver of responsible business conduct.

At Constructora Garza Ponce, I have worked to embed sustainability principles into the core operational and governance structures of the organisation. This includes the integration of environmental, social, and governance (ESG) criteria into contract drafting, supplier evaluation, and investment due diligence. We have adopted policies aimed at strengthening ethical supply chains, regulatory transparency, and sustainable resource management, ensuring alignment with both domestic and international standards.

From a human capital perspective, I consider diversity and inclusion as fundamental components of a forward-looking legal culture. I have focused to implement mentorship and gender-balance initiatives, reinforced corporate policies on equity and inclusion, and promoted cross-functional collaboration among legal, financial, and technical teams.

These initiatives demonstrate a commitment to integrity, transparency, and equitable growth, values that not only shape our internal culture but also influence how we interact with clients, partners, and the broader community. As in-house Counsel, my mission is to ensure that legal governance serves as a catalyst for sustainable value creation, reinforcing trust, accountability, and long-term competitiveness.