Team size: 13

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

Change is the only constant in our legal work. Digitalisation is highly demanding and challenging, but it allows us to see legaltech as an ally that we still need to know in depth.
Now I consider that the role of legal counsel has evolved to business coach, it is essential to have a look from the perspective of the shareholders, board of directors, and any aspects beyond the legal ones. Finally, the role I enjoy the most is getting to know the team of people I work with daily, nourishing myself with their experience and trying to share mine as well. I’m keen on always learning to negotiate and analysing the different situations I am faced with, considering different fronts and points of view.

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

We still suffer from these mismatches. The company has and enjoys a digitalisation that is commensurate with its size; however, the implementation process is risky, from some conservative points of view that exist and that are necessary for the evaluation in decision-making. However, we do not stop there. I think the solution is based on two variables: trust in the team and know-how (which I think is the longer process). We are a work in progress, but we don’t stop.

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

To build solid relationships, it is necessary to know the business as well as the needs and interests of our internal and external customers. This allows us to respond to requests promptly, as the quality of our work is a decisive factor in achieving this. When we face a situation of change, unforeseen events, or emergencies, we seek effective solutions that are aligned with both our vision and that of our stakeholders. Likewise, part of maintaining this solid relationship involves our ability to actively listen and manage to anticipate and provide them with answers to their possible needs, as knowing them allows us to offer personalised solutions.

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

Among the most important challenges is technological innovation in today’s market. As it is changing and constantly updated, it challenges us to implement legaltech and legal operations tools, which, although they have already been in the legal sector for some time, and we have been gradually implementing them as a team, we are still deepening our knowledge of them and measuring their contribution and impact on the company. Our work is not only about knowing how to use them, but also about the ‘what for’ to optimise time, but above all to maintain the quality, neatness, and efficiency of our work.

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

We cultivate the talent of our legal team through their active participation in the development of solutions, listening to and understanding their perspectives as a younger generation, and the point we value most, the exchange of knowledge between seniors and juniors. This is very necessary in today’s world.

I believe that the next generation of in-house lawyers, in addition to developing 100% digital and AI skills, should also focus on developing the soft skills and self-awareness necessary to maintain sustainable relationships and to better recognise and understand the needs and concerns of the in-house client.

What measures has your company taken to embed sustainability practices into its core business operations, and how does the role of the general counsel contribute to driving and ensuring sustainable practices within the company? 

As part of our commitment to sustainability, during 2024 we developed tree planting campaigns in Lima. This year we are continuing to implement solar panels at selected stations, replacing lights with LED technology at various facilities, and we continue to promote the use of fuels with state-of-the-art additives that improve performance and reduce emissions. In the legal area, we have participated in environmental compliance, incorporating sustainability clauses in key contracts and promoting business decisions aligned with ESG criteria.