Team size : Six

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

The role of in-house counsel has undergone a fundamental and important transformation in response to the global shifts of recent years. In the past, in-house lawyers were often perceived as somewhat removed from core areas of the company such as commercial, marketing, and accounting. Today, however, the in-house lawyer’s role is increasingly embedded in the global business strategy, as their outcomes—whether through conflict resolution or strategic agreements—directly impact the value of the business and, crucially, may play a key role in financial outcomes.

In my experience, this evolution has been significant. Academic training remains vital in shaping the modern in-house counsel profile, but one of the aspects I most emphasise is the importance of combining technical legal knowledge with business management skills. This blend empowers legal professionals to participate more meaningfully in diverse business processes and clearly demonstrate the added value of legal within the organisation.

Additionally, I would note that around six months ago, I took on full leadership of the legal and permits department at the mining company where I currently work. One of the most important challenges I’ve faced as legal lead has been creating synergy with other departments—sustainability, operations, human resources, accounting, and finance—to identify areas where legal could offer tangible improvements. It has been a rewarding yet demanding challenge that I have undertaken together with my team.

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

This question is closely linked to the previous one. I believe that in-house lawyers provide cross-functional advice to nearly all departments in a company, and their guidance must aim to prevent and eliminate all types of risk—not only financial, but also reputational, which can significantly affect the organisation. This level of involvement may sometimes be seen as inconvenient by certain executives who feel legal advisors slow down the achievement of their goals, especially under time pressure. Therefore, part of the in-house lawyer’s role is to communicate clearly and consistently, in order to help others understand and value the function we provide.

In my case, I have worked at AMG-Auplata, a mining company with strong operational potential, for the past five years. As mentioned, I recently assumed leadership of the legal and permits division, and encountered the managerial challenge—turned opportunity—of building communication and awareness around legal matters, effectively fostering a “legal culture” within the company.

I achieved greater traction by delivering weekly presentations that highlighted specific, sometimes overlooked, aspects of the legal team’s contributions. These were initially seen by colleagues as minor, but proved meaningful in advancing shared objectives. Through this, I succeeded in raising awareness and understanding of the in-house legal function, and establishing ourselves as trusted business partners—capable not only of legal insight, but of contributing sound judgement and practical solutions across a range of issues.