Team size: 12

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

Over the past few years, my role as in-house counsel has evolved significantly, shifting from a local focus to a more regional and strategic one, in response to changing global and regional business dynamics.

I began at Bata Peru, where my primary responsibilities involved legal advisory on corporate, labor, and regulatory matters, with a strong focus on compliance and risk mitigation. Over time, my role expanded to include more active participation in business decision-making, working closely with commercial, marketing, and operations teams to align legal strategy with local business goals.

As the company moved toward a more integrated regional structure, I began providing legal support to the global team, particularly in consumer protection and brand management—areas that have become increasingly complex in a digital and highly regulated environment. This experience broadened my perspective on cross-border legal challenges and strengthened my ability to coordinate across jurisdictions.

In 2024, I took on a new challenge by becoming directly involved in the legal management of Bata Ecuador, which required adapting to a new regulatory and cultural context. I led improvements in compliance, contracts, and intellectual property, further consolidating my regional experience and leadership capabilities.

As of 2025, I have assumed the role of Legal Lead for the LATAM Region, where I oversee the legal strategy across multiple countries, ensuring alignment between local priorities and global directives. This role demands a comprehensive business vision, proactive regulatory awareness, and effective management of multicultural teams.

In summary, my role has evolved from operational to strategic, from local to regional, and from reactive to preventive—reflecting the growing complexity and interconnectedness of today’s business environment.

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

During the COVID-19 pandemic, one of our most critical challenges was enabling the rapid expansion of our e-commerce channel, which at the time accounted for a minimal share of total sales. The urgency to pivot from physical retail to digital platforms required swift legal support to ensure business continuity.

As in-house counsel, I worked closely with cross-functional teams to accelerate the launch of online sales operations, while ensuring full compliance with data privacy regulations. Our priority was to enable a seamless and secure customer experience, balancing speed with legal safeguards.

We implemented updated privacy policies, reinforced data protection protocols, and ensured transparency in customer consent processes. This allowed the business to scale its digital presence responsibly, without compromising consumer trust.

This experience underscored the legal team’s role as a strategic partner, capable of enabling innovation while managing risk in a dynamic and high-pressure environment.

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

I believe in leading by example and fostering a culture of collaboration and trust. For me, developing legal talent starts with creating an environment where team members feel empowered to innovate, take calculated risks, and know that their leader will support their decisions—even when outcomes are uncertain.

I actively promote teamwork, encourage open dialogue, and ensure that every voice is heard. I see leadership not as control, but as guidance and accountability, where the leader clears the path and stands behind the team.

Looking ahead, I believe the most essential skills for the next generation of in-house lawyers will be empathy and transparency. Empathy enables lawyers to understand the business context, internal stakeholders, and clients beyond the legal lens. Transparency builds trust, both within the legal team and across the organisation, and is key to effective decision-making in complex environments.

In a world where legal teams are expected to be both risk managers and business enablers, these human-centered skills will be just as critical as technical expertise.