Team size : 28

How has your role as in-house counsel evolved over the past few years,

particularly in response to shifting global or regional dynamics?

Development banking is undergoing a global transformation. Today, these institutions are expected to go beyond the allocation of public resources, they must also catalyse private capital and align with public policy to close development gaps. This shift demands legal expertise in financial markets that is not only technically robust but also strategically designed to influence and complement private sector action.

In this transformative context, my role has been to lead with purpose and precision. I specialise in aligning diverse interests through innovative legal frameworks that recognise the distinct roles of public and private institutions, while building consensus and fostering coordinated impact among government entities, institutional investors, and financial institutions.

My approach combines legal rigour with strategic foresight, backed by deep knowledge and experience across various financial markets and a nuanced understanding of their key players’ needs.

A defining moment in my career was leading the design of the regulatory framework for the Reactiva Perú program, as well as its contractual implementation across the financial system during the COVID-19 pandemic. It was a high-stakes challenge that demanded clarity, agility, and an unwavering commitment to delivering impactful solutions when the country needed them most.

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

Balancing legal risk management with the need to enable innovation and speed in a highly dynamic and regulated environment is one of the greatest challenges for in-house legal teams today, particularly in state-owned enterprises. In development banking, this challenge is even more pronounced, we operate at the intersection of public interest, financial and state-owned companies’ regulations and ever evolving financial market needs.

To address this, my approach has been twofold. First, I’ve focused on cultivating a team culture that goes beyond legal expertise to include a deep understanding of the business. We invest time in understanding the strategic objectives of the Peruvian development bank. This insight allows us to proactively anticipate legal challenges, structure transactions that are both compliant and agile, and provide actionable advice—moving beyond just highlighting risks to offering tangible solutions.

Furthermore, we’ve improved our internal processes by implementing legal risk matrices and standardizing contracts, allowing us to work efficiently without losing rigor. Additionally, all our actions follow the “four-eye” principle, ensuring accuracy and accountability. At the same time, I promote a leadership approach focused on collaboration, working closely with other departments as partners in creating solutions, rather than acting as gatekeepers. This alignment helps us stay proactive and adaptable in an environment where development needs and regulatory expectations are constantly changing.