Legal team size: Two

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

One of the most challenging and rewarding projects I led this past year was the implementation of a contract automation system for the supply area in Paraguay. This initiative marked a structural shift in how we manage contractual relationships, aiming to improve efficiency, traceability, and risk control.

What made this project particularly complex was that I joined when it was already in an advanced stage. I had to quickly integrate into the team, understand both the technical and legal scope, and ensure the system’s proper adaptation to the local regulatory framework. The implementation was completed within a tight timeline, requiring agile coordination across departments and precise legal decision-making.

Beyond its operational impact, this project reinforced the strategic value of the in-house legal role as a driver of innovation, a guardian of compliance, and a key partner in operational transformation.

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?

There is a growing focus on digital transformation within legal departments. Tools such as contract automation, document management systems, and legal analytics are gaining traction. I believe in-house lawyers in Paraguay should begin exploring these technologies to enhance efficiency and deliver greater strategic value.

At the same time, there is a broader trend across countries in the region toward simplifying legal language, especially in contracts and corporate communications. In Paraguay, legal teams are beginning to recognise and gradually implement this shift. The goal is not to reduce formality or legal precision, but to make legal texts clearer, more accessible, and more practical for all stakeholders—including those without legal training. In my experience, embracing this approach improves understanding, reduces the risk of misinterpretation, and strengthens collaboration between legal and operational teams, fostering a more transparent and efficient organizational culture.

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

I believe an in-house lawyer must possess a combination of technical, strategic, and personal skills. Among the most relevant attributes, I highlight business vision – understanding the operational environment and the company’s strategic objectives is essential to provide legal advice that adds real value.

There must also be a capacity for innovation, the corporate lawyer must adapt to change, propose creative solutions, and actively support technological and organisational transformation. A solid foundation in financial and accounting concepts also helps interpret the legal impact of business decisions and anticipate risks with a broader perspective. Translating legal language into clear, accessible terms strengthens decision-making and promotes interdisciplinary collaboration. In high-pressure or uncertain contexts, the in-house lawyer must act swiftly and responsibly, maintaining professional integrity while prioritising effectively.