How do you cultivate legal talent internally, and what skills do you see as most essential for the next generation of in-house lawyers?

Cultivating legal talent requires, above all, that the company recognises the in-house lawyer not merely as a cost center, but as a strategic partner in decision-making. For this to become a reality, it is essential to provide the necessary resources for continuous learning and training, always aligned with the business’s goals.

If the organisation does not invest in the development of its in-house lawyers and continues to view them solely as an expense, it will be very difficult for them to become the strategic support the company truly needs. This limited perspective prevents the legal function from evolving in step with the challenges of today’s business environment.

In the real estate sector, which is where I work, this is particularly relevant. The rules of the game for land acquisition are constantly changing—both legally and from a regulatory standpoint—and the lawyer must be involved from the very beginning as part of the strategic analysis. Their participation is key in determining whether or not to proceed with a purchase, under what conditions, and which risks should be accepted or avoided. In this context, a well-informed lawyer with business judgment and foresight brings not only legal certainty but true strategic value.

The next generation of lawyers must not only have a strong command of legal regulations and compliance, but also a deep understanding of the business, the company’s vision, and the board’s strategic direction. This enables them to offer legal solutions that drive business decisions forward, rather than holding them back.

They must also be able to anticipate risks before they materialise. In addition, strong, clear, and practical communication with the board, shareholders, and organisational leaders is essential to deliver messages effectively and build trust at the highest levels.

Can you describe a time when legal had to balance risk mitigation with enabling business innovation?

Yes, the use of artificial intelligence tools in legal practice can entail certain risks from the perspective of client data protection. While these tools can be extremely useful for simplifying administrative management for lawyers, the in-house lawyer must know how to balance the risks associated with using such technology, acting diligently to ensure that the security of clients’ personal data is not compromised, especially given the stringent regulations in this area.

How do you build and maintain strong relationships with key internal stakeholders, especially in high-pressure or fast-moving scenarios?

You must be responsive and clear when providing concise legal advice that facilitates decision-making, involving the relevant departments that are part of the process, working as a team and acting as partners in the decision-making. The in-house lawyer must be reliable and demonstrate that trustworthiness to the organisation’s leaders. That trust builds respect and long-lasting alliances within the company and among its members.