Team Size: 13

Biography

I am a qualified lawyer from the University of Lima, registered within the Lima’s Bar Association under registration number 20532. I hold postgraduate courses in International Corporate Law from ESAN, and a specialised diploma in Personal Data Protection from the University of the Pacific, certified as an Expert in Data Protection by the AUDIT Institute of Madrid, Spain.

As an in-house lawyer, I serve as the head of the legal department at Primax., leading a team of young lawyers providing internal legal services as legal advice in civil, contractual, procedural, regulatory, advertising compliance matters, and overall corporate aspects.

How has your role as in-house counsel evolved over the past few years, particularly in response to shifting global or regional dynamics?

In the span of the last few years, my role of in-house counsel has shifted significantly, moving from a purely legal advisory function to a more strategic, cross-functional leadership role. Digital transformation has required us to become more tech-savvy, being able to manage multiple varying online platforms that have helped shape the way we manage our workflow. I now play a critical role in scenario planning, risk forecasting, and guiding executive decision-making beyond just legal compliance furthermore, serving as a partner in resilience and long-term value creation.

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

The key to maintaining strong relationships with stakeholders can be summarised in three ideas, transparency, empathy, and a reputation for being a problem-solver rather than roadblock. This has helped maintain internal stakeholders’ trust and drive deals to successful closes without compromising legal integrity.

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

The greatest challenge today as an in-house lawyer, is keeping pace with rapid business evolution while managing limited resources. To tackle this, I’ve focused on building a legal operations model that leverages legal tech not only through the use of digital templates or digital signatures but by the use of a legal and personalised software platform, that not only provides data analytics but furthermore streamline the process of moving around documents on the company. This enables my team to focus on high-impact, strategic work instead of low effort, time-consuming paperwork. It also has given us efficiencies and celerity in our work, that today become key aspects in a legal department.

In 2017, I pioneered a project with which we brought to the market the first digital fuel buying application, which was ahead of its time and revolutionized the industry at the time. I played a key role in the development of this application and its success.

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

Finally, I believe cultivating talent plays a key role as an in-house lawyer as it means leaving behind your mark in others, not only with your legal skills but also with our values which define us, as to be a good lawyer you have to first be a good person. We foster internal legal talent through rotational programs, continuous learning incentives, and close mentorship. I place high value in characteristics such as loyalty and hard work; having people I can rely on and who will invest a hundred percent of their effort towards a goal is key for success.