Team size: Three

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

In recent years, the role of in-house legal counsel has evolved from being a support function to a strategic business partner. This shift is driven by the need to add value rather than simply process tasks.

Technology have been a game-changer. We’ve automated processes like generating standard contracts through self-service tools, digitised key documents, and created playbooks with FAQs for internal teams, improving efficiency.

The pandemic accelerated our transition to a LegalTech model, enabling us to focus on high-impact initiatives. Today, we actively participate in management committees, crisis teams, and commercial strategy, ensuring risk mitigation and informed decision-making across the company.

Additionally, we’ve embraced government relations, which is crucial in the LATAM region. Strengthening ties with authorities and industry groups has allowed us to influence regulatory development with a focus on sustainability and responsible industry practices. Legal has evolved from a cost centre to a strategic enabler of business success.

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

Building strong relationships with internal stakeholders starts with empathy: understanding their challenges, objectives, and dynamics. Putting yourself in their shoes allows you to offer legal solutions that align with business needs, not simply restrictive answers.

The legal department should be seen as a strategic ally, not a bottleneck. We co-create solutions, drive innovation, and facilitate risk-taking in a controlled way. Understanding the business, its purpose, and its priorities is key to this.

We foster a culture of proximity through continuous training, active listening, and genuine involvement in key projects. The goal is for internal teams to not only trust us but to integrate us early as part of their teams. We aim to be recognised not just for compliance but for our ability to facilitate change, manage risk, and help make things happen safely and sustainably.

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

Cultivating legal talent begins with understanding the individual beyond their professional profile. Recognising strengths and areas for improvement, and supporting their growth, is crucial for developing future leaders. In my experience, the “Pilot and Co-pilot” model has been effective. I involve the team in real projects, allowing them to learn through hands-on experience, with close guidance and opportunities for feedback.

This approach not only transfers knowledge but also empowers and builds trust, preparing the team to lead confidently. The key is to share what we’ve learned, not keep it to ourselves: when your team grows, you grow as a leader. Exposing their work, providing visibility, and creating a supportive environment strengthens engagement and belonging.