Team size: Nine

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

Interaction is key. We have consistency in our approach to our internal clients. Our legal department is always available if you have an emergency, and we try to focus to give the best service we can.

What do you consider the biggest challenge for in-house legal teams today, and how are you addressing it within your own team?

We must deal with the misconception that Artificial Intelligence can do our job. AI has changed the game, but we need human experience, even the emotions involved in any situation, to get a holistic view of a problem and how to solve it.

We are addressing this by training ourselves in the use of AI, knowing it would let the team focus on real problem-solving and not in everyday tasks.

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

Each member of the team oversees specific internal clients so they can understand their needs and the best way to work with them. Then, they use their creativity to fulfil our business diverse requirements. In a nutshell, I let them shine for themselves.

Nowadays, information is very easy to get, but the important thing now is to know what you can do with that information. I believe that the very first skill to develop is critical thinking. As in-house lawyers, we need to compare and contrast any piece of information that come to us and ask ourselves if it is worthy.