Team size: 14 members.

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

My role has evolved significantly in recent years, shifting from being a legal expert to becoming a strategic advisor who combines legal knowledge with a broader set of skills necessary for decision-making. This includes understanding each client’s industry and how it may change or be affected by specific circumstances, evaluating global phenomena that could impact the local market, being aware of our direct competitors’ value propositions, and identifying how we can generate differentiated value with our own offering.

I believe it has been essential to broaden my perspective, learn about other areas, work closely with commercial and risk teams, and also get to know each client personally. Overall, I believe in-house lawyers are now expected to complement their legal expertise with diverse types of knowledge, assess and weigh risks, and to make decisions in dynamic and often challenging environments.

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 strive to create an environment where creative, reflective, and critical thinking are valued—where legal queries are not only answered by citing a specific regulation, but also by encouraging questioning and innovation, and fostering learning through the evaluation of different scenarios. We also promote multidisciplinary spaces with other teams, so that we can all grow by sharing knowledge across areas.

Additionally, we aim to automate operational processes so that the team’s time and expertise can be better focused on analysis, risk assessment, and solution design—contributing directly to their professional growth. To achieve this, it is essential that the team itself is empowered to propose these automations, using tools now available, such as artificial intelligence.

Aligned with this approach, I believe that future generations of in-house lawyers must combine solid legal knowledge with strategic, business oriented, and innovation driven skills. Effective communication is also key, ensuring their messages can be easily and efficiently understood by any stakeholder.

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?  

We approach sustainability from two fronts: external and internal. For our clients, we have developed the “sustainable mortgage” product, which allows individuals who purchase a certified sustainable home to receive reimbursement as part of their financing. In the case of corporate financing, we have identified key sectors to which we offer preferential conditions when the funding is aimed at improving processes, increasing water efficiency, transitioning to renewable energy sources or implementing projects with a social impact, among others.

Internally, my department launched a campaign last year to promote sustainable habits. As a result, we have established partnerships with organizations that support children in vulnerable situations, as well as training programs aimed at empowering women facing adversity.

At BanBif, we have a strong interest in being a change agent, delivering tangibles contributions for the benefit of society.