Team size: 6

Corporate lawyer with primary experience in contract, natural resources, and environmental law. Holds a Master’s degree in Mining Law and Policy from the University of Dundee, Scotland, and a certificate in management from McGill University, Canada. 

Throughout his career, he has developed significant expertise in legal and corporate management, serving as Head of Legal in companies within the mining and energy sectors. He also has experience in the public sector, international organisations, and academia. 

His most notable experience includes leading the legal aspects of the development and construction of the largest wind and solar projects in Peru, and contributing to the drafting of policies, laws, regulations, and other legal frameworks in the mining and environmental fields. 

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

In the past 12 months, the legal function has played a central role in several strategically significant matters, extending beyond purely legal issues. Due to confidentiality reasons, client names and certain details cannot be disclosed.

I led the competitive bidding process and negotiation of a three-year electricity supply agreement, effective January 2026. This project secured price stability in a volatile energy market, improved supply conditions and ensured operational continuity.

I also assumed full responsibility for negotiating and successfully closing the agreement for the sale of a fully built mining processing plant to third parties, ensuring value maximisation and controlled risk exposure.

In addition, I led the strategy and negotiation resulting in the final out-of-court resolution of a highly complex and onerous dispute with a key supplier.

Furthermore, I developed and implemented standardised contract models across the organisation, streamlining and reducing contractual templates, enhancing clarity and risk allocation, and significantly shortening drafting and negotiation timelines.

Finally, I defined the strategy for securing key permits and land rights essential for operational continuity and expansion, including regulatory structuring and preventive risk management.

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

I would highlight the following. The rapid integration of artificial intelligence into legal workflows will require robust governance frameworks to safeguard confidentiality, ensure quality control and prevent overreliance, particularly among junior lawyers.

Ongoing political and regulatory changes in Peru are likely to continue generating uncertainty. In-house teams will therefore need to prioritise risk mitigation strategies and proactive regulatory monitoring, with a focus on anticipating potential impacts.

Specifically in the mining sector, persistent challenges related to informal mining and the continued extension of the REINFO formalisation regime will maintain pressure on traceability, compliance standards and reputational risk management. In addition, rising metal prices may further incentivise illegal mining activities.

How do you manage legal aspects during periods of instability or crisis, ensuring that your legal strategy aligns with the broader business?

During periods of instability or crisis, the first priority is to maintain composure and provide clarity. In high-pressure situations, organisations may experience internal tension, reactive decision-making or a misplaced focus on assigning blame. The legal function must instead promote calm, structured analysis and disciplined decision-making.

The focus should shift quickly from identifying fault to identifying solutions. While crises invariably have a legal component, the solution is rarely purely legal. Effective crisis management requires assessing the issue from multiple dimensions — legal, commercial, operational, financial and reputational — and remaining open to alternatives such as negotiated settlements, operational adjustments or strategic commercial decisions.

In this context, the role of in-house counsel is to act as a strategic adviser, aligning legal risk management with business continuity and long-term objectives, ensuring that decisions are both legally sound and commercially viable.