Legal team size: Two

Major legal advisers/ external counsel: BKM – Berkemeyer; Ferrere Abogados; Gross Brown.

What are the projects that you are most proud of working on over the past 12 months?

One of the most significant challenges of the last year was the resolution issued by the Paraguayan government restricting the sale of fuel to vessels under the duty-free regime, directly affecting one of our strategic business segments. From the legal department, we led an agile and effective process of regulatory analysis, development of solid legal positions, and institutional coordination with key government stakeholders. Thanks to this coordinated effort, we were able to reverse the restriction in less than two months, ensuring business continuity and avoiding a significant economic impact.

In addition, we have worked to strengthen our compliance culture, developing new internal governance tools, simplifying processes, and training various key areas on regulatory risks. This has strengthened our credibility with stakeholders.

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

A key trend is the increase in regulatory intervention in strategic sectors such as energy, fuels, and food. In Paraguay, we see greater state sensitivity to issues of energy security, environmental sustainability, and fiscal oversight, which demands a much more active and strategic role for in-house counsel.

The ability to anticipate, interpret political signals, and build bridges with decision-makers is becoming increasingly crucial for operational continuity.

What are some key attributes every in-house lawyer should possess?

An in-house lawyer should be a strategic partner to the business, not a mere contract reviewer. In my experience, the differential value comes from the ability to translate legal risks into concrete business decisions and support the team in situations of pressure, change, or uncertainty.

I also consider it essential to have judgment, mental agility, and composure. Decisions often have to be made with incomplete information or under pressure, and in this case, the in-house lawyer must provide serenity, focus, and direction. I often tell my team that our role is not to hold back, but to make what the business needs possible, with structure and accountability.

Finally, an attribute I highly value is the ability to build relationships of trust, both internally and with authorities, partners, or clients. This trust is not achieved through technicalities, but through consistency, integrity, and solutions that work in practice.