Team size: Five 
 
In an increasingly complex global environment, how are you helping your organisation navigate risk while still supporting growth? 
 
At Civis, we are living through a concrete phase of expansion: over the past year, we launched the tallest building in the company’s history – currently the third tallest skyscraper in Paraguay. My role has been to accompany that growth without becoming a brake on it: anticipating legal and regulatory risks before they reach the board, structuring contracts that protect the company without sacrificing speed, and building frameworks flexible enough for a market in constant transformation. We are now planning a large-scale mixed-use development – hotel, shopping centre, residential and corporate towers – with national and international expansion. That requires legal structures spanning multiple jurisdictions and new financing instruments. The legal function has become a strategic enabler, not merely a support unit.

 
How has the role of General Counsel evolved in recent years, and where do you see GCs creating the most value today?
 
The GC who creates the most value today is one who brings genuine business acumen to the table – contributing not only from a risk perspective, but from an opportunity perspective. In real estate, this is especially evident. We are facing the real possibility of tokenising property developments for sale, sitting at the intersection of property law, financial regulation and digital asset frameworks still being built across our region. That is precisely where a GC creates value: bridging the innovation the business wants to pursue with the legal structure that makes it viable, safe and scalable.

 
What does effective leadership look like for a General Counsel today? 
 
With a lean team of three to five people supporting a fast-growing company, there is no room for bureaucracy. My focus is ensuring the team understands business priorities—not just legal obligations—and develops the judgement to handle low- and medium-risk decisions independently. That frees me to focus on the strategic, which is where the most value is added.

 
What has been your most significant challenge as General Counsel?
 
Anticipating where real estate is heading—particularly around asset tokenisation. The legal framework to do this safely is still being built in our region. The lesson: today’s corporate lawyer must study constantly beyond their comfort zone, understanding technology, capital markets and global trends before the business asks for it.

 
Looking ahead, what do you see as the main opportunity or challenge for in-house legal teams? 
 
Becoming true enablers of innovation. Legal teams that anticipate trends and structure them legally will be indispensable. For Civis, the challenge is managing large-scale local projects, domestic expansion and an international push – while exploring instruments like tokenisation that lack a clear regional framework. That demands a curious, adaptable team with vision well beyond the day to day.