My role at Howden

As Legal Manager of Howden Perú, leading the legal function within a dynamic organisation of 253 professionals, I’ve witnessed a fundamental shift in the role of in-house counsel. Our responsibilities now extend far beyond legal compliance—we are expected to be strategic business partners, risk managers, and enablers of innovation. In recent years, my role has evolved to become more integrated with commercial and executive decision-making. This shift is largely driven by changing regulatory landscapes, global market volatility, and increasing expectations for corporate governance and agility.

One of the most pressing challenges in-house legal managers face today is operating under constrained budgets while still being expected to deliver high-value support to multiple areas of the company. With limited resources and a lean team – currently, I lead with the support of a 24-year-old junior lawyer – it is critical to be highly efficient, adaptable, and strategic. Building trust across departments is essential, especially when working with various internal stakeholders who rely on legal guidance to navigate complex operational and compliance matters.

To meet these expectations, we must leverage technology to streamline workflows and reduce turnaround times. However, doing so requires balancing efficiency with the paramount obligation to protect confidentiality and manage legal risks. At Howden, we’ve started adopting contract automation tools and digital platforms that help us respond faster while maintaining rigorous internal controls and data privacy safeguards.

Balancing risk mitigation with business innovation has also been a key focus. For example, when evaluating the implementation of digital contract management tools and automated compliance processes, I worked closely with our tech, finance, and risk teams to ensure our legal framework supported innovation without compromising our regulatory obligations. The key is being proactive – anticipating potential risks and offering solutions, not barriers.

Relationship-building is at the core of what we do. In high-pressure or fast-paced scenarios, such as regulatory reviews or client disputes, my approach is rooted in transparency and responsiveness. I maintain open lines of communication with senior management and operational leads, aligning legal strategy with business priorities, and fostering trust across all levels of the company.

Looking ahead, I believe that the most essential skills for the next generation of in-house lawyers include technological fluency, adaptability, and strategic thinking. In-house legal teams must not only understand the law, but also the business and the industry in which they operate. By embracing legal tech, encouraging continuous learning, and thinking beyond traditional legal confines, we can elevate our contribution and help shape the future of the companies we serve.