In an increasingly complex global environment, how are you helping your organization navigate risk while still supporting growth?

I believe in assessing every move before getting into the logistics of it all. Sometimes, in larger companies with decades in the market, you typically take one of two roads: you either become too cautious, so that the business is no longer profitable, or you become too risky, which jeopardises the business itself. You need to change, but at the very same time you need stability to grow. That is why I believe that assessing the decision itself in terms of how it is helping the business, what the long-term risks are, and how much the company could make if the deals happen, needs to take place before any logistical or operational changes.

How has the role of General Counsel evolved in recent years, and where do you see GCs creating the most value today?

In Paraguay, we are now seeing very clearly that the role of a GC is a sign of forward thinking. I believe the most value a GC can provide is when that role is immersed in assessing, in real time, the decisions that shape the company’s future alongside its board of directors, allowing the GC to translate between the business’s ambition and the regulatory and political environment.

How has AI changed the legal function recently (including in the past year), and how are you approaching it within your team?

One thing that has definitely changed is the time of response. Now we have all the tools to make a legal assessment much faster than before, but of course this comes with the responsibility to form your own legal opinion before relying on AI, and we – as a team – need to be prepared to defend the analysis. In fact, the responsibility is even greater – not because AI is imperfect, but because speed can create an illusion of certainty. That is why we keep human judgement at the centre.

What has been your most significant challenge as General Counsel in recent years, and what did you learn from it?

In managing large-scale projects, I have realised that the GC’s real challenge is not complexity, but interconnection. A $60M project is not one problem; it is dozens of interdependent systems. A legal decision triggers operational consequences. An operational choice creates financial ripple effects. A timeline adjustment impacts regulatory obligations. The lesson is that we cannot manage risk in silos; we need to think holistically and anticipate chain reactions. That means the GC needs visibility across the entire value chain, not just legal exposure. It also means our job is less about saying ‘no’ and more about understanding what ‘yes, with conditions’ actually costs the organisation.