What are the key projects that you have been involved in over the past twelve months?

Among the main key projects that I have been involved over the past twelve months are the following:

Firstly, the compliance program implementation and maturity development. Flavia led the rollout and progressive strengthening of the organisation’s compliance program with external legal advisory, ensuring alignment with regulatory requirements. This has been implemented in all the companies which belong to the group to meet the best practices and comply with legal requirements.

Secondly, compliance training. With external legal advisory, delivered training sessions for different business areas, reinforcing the importance of the Compliance Program and transferring knowledge on how the program works as well as the awareness and accountability each area needs to have for the program to work correctly.

Thirdly, framework agreements to restructure commercial and operational processes
After understanding the commercial and operational process, with external legal advisory, upervised the implementation of standardised framework agreements aimed at simplifying the workflows, specially to improve efficiency in commercial and operational activities in benefit of all the company.

Are there any particular challenges for which in-house counsel should be preparing in 2026?

Among the main challenges for in-house counsel in 2026 are the following.

Firstly, mandatory AI governance. Nowadays, managing AI is not optional but mandatory because clear policies for legal teams is helpful when setting boundaries and knowing the limits of the corporation. Secondly, compliance with local and global regulations: the role of in-house counsel is to not only comply with existing regulations but also be able to quickly adapt to new regulations and translate those obligations into introducing new rules into the company without loosing efficiency. And, lastly, new framework agreements: In-house counsel should be able to quickly adapt to changes and more flexible frameworks that both protects the company but makes the business more efficient without generating new liabilities.

As AI becomes increasingly integrated into legal teams, how can general counsel ensure the successful incorporation of these tools without compromising the human element?

The incorporation of AI into legal teams is positive if managed adequately. AI should not replace lawyers in reasoning, complex negotiations, daily basis decisions, legal strategy among other aspects. Nevertheless, AI can be integrated into legal teams when there is repetitive tasks and such integration will allow legal teams to focus on strategy and problem solving. For example, AI can be used to draft PowerPoints or organisational charts as a first version that will be reviewed by humans and improved.