Team size:    The team under the same SVP supervisor has 12 people among lawyers, paralegals and assistants. We work with Distribution and Networks.

Luciana Ferri Sobrosa is Senior Counsel, Corporate Legal, at Sony Pictures Television, a position she has held since November 2022. She has more than 25 years of experience in the media and entertainment industry and has previously held senior legal positions at HBO Latin America and Grupo Globo in Brazil.

At Sony Pictures Television, Luciana is responsible for the structuring and negotiation of production agreements across all SPT networks in Latin America, as well as advertising sales agreements, including arrangements with talent, advertising representatives, sponsors, and clients. She also oversees legal and regulatory matters, global distribution agreements for Brazilian content, and the legal affairs of SPT’s São Paulo office.

Luciana holds a law degree from the Universidade de São Paulo and a Master’s degree in Telecommunications Law from Fundação Getúlio Vargas. She is a member in good standing of the Brazilian Bar Association (OAB–São Paulo) and is registered as Authorized House Counsel with the Florida Bar.

 What are the most significant cases, projects and/or transactions that you and/or your legal team have recently been involved in?

Over the past year, my team has been deeply involved in navigating the legal implications of artificial intelligence across content production, voiceovers, and marketing. A particularly significant body of work has focused on establishing interim legal frameworks to govern the use of AI tools while the industry awaits more definitive solutions around IP ownership, consent, and machine learning rights.

This includes advising on internal policies restricting the use of generative AI for voice replication and likeness, negotiating talent agreements to expressly address AI training and exploitation risks, and working closely with production, marketing, and HR teams to align operational needs with evolving legal standards.

In parallel, we continue to support high-value productions and international commercial arrangements, managing complex rights clearances, talent issues, and cross-border regulatory considerations while ensuring speed to market in a highly competitive environment.

How do you approach managing legal aspects during periods of instability or crisis to ensure the organization’s resilience?

My approach is grounded in calm, clarity, and prioritization. During periods of instability—whether driven by market shifts, public controversies, or technological disruption—the legal function must act as both a stabiliser and a strategic advisor.

I focus on rapid issue-spotting, clear risk articulation, and pragmatic solutions rather than theoretical perfection. Close collaboration with communications, HR, and business leadership is essential, alongside maintaining consistent messaging and decision-making discipline. Crisis moments are also opportunities to reinforce governance, refine playbooks, and strengthen trust between legal and the business.

AI has been taken seriously as a potentially revolutionary technological change in the legal world for a number of years now. Has it had a meaningful impact in how your legal team works?

Yes—though cautiously and intentionally. AI has meaningfully improved efficiency in areas such as contract review, issue spotting, and research, allowing the team to focus more time on strategic advisory work.

At the same time, we are deliberately conservative when it comes to AI use involving creative content, talent likeness, or proprietary data. One of our core principles is that innovation should not outpace consent, authorship, or ethical responsibility. Until IP ownership and machine-learning boundaries are clearly resolved, legal’s role is to ensure AI remains an enabler—not a liability.

Based on your experiences in the past year, are there any trends in the legal or business world that you think other in-house lawyers should be mindful of?

Several converging trends stand out. First, the accelerated adoption of AI is pushing legal teams to move from reactive risk management to anticipatory governance, particularly around IP, talent consent, and data use.

Second, there is a marked increase in short-form and limited-series content developed specifically for the social media ecosystem rather than for traditional broadcast or streaming platforms. These initiatives are often driven by ad sales teams seeking to combine production expertise with brand integrations, influencer partnerships, and platform-native distribution.

Legally, these projects fall outside established production models and raise new questions around rights ownership, format protection, sponsorship structures, and future exploitation. In many cases, the strategic value lies not only in the content itself but in retaining the ability to own and potentially monetise the underlying format. As this space continues to evolve, in-house legal teams must balance speed, flexibility, and protection in an environment where market standards are still emerging.