Team size: 8

Are there any key trends that you think in-house lawyers should be monitoring over the next year?

Absolutely. One of the most significant trends in-house lawyers should be closely monitoring is the rapid advancement and integration of technology in legal practice. The landscape is changing quickly, with artificial intelligence and advanced document management platforms transforming the way we work. Embracing these innovations is no longer optional — it is essential for remaining competitive and efficient. At Nestlé, we have been implementing various technological solutions, from leveraging AI tools such as Copilot to review contracts and manage communications, to using private platforms such as Nes GPT for contract analysis. We have also begun using competitive and transparent e-bidding platforms for legal services.

Another trend worth watching is the emergence of ‘Legal Design’. This approach, which originated at Stanford, brings elements of design thinking into legal documentation and processes, making contracts and compliance manuals more accessible and understandable. For example, by using visual aids, simplified language and interactive features such as hyperlinks and QR codes, we have managed to reduce complex policy documents from hundreds of pages to concise, user-friendly guides. These innovations not only improve internal processes but also enhance client service and compliance.

What is a cause, business or otherwise, that you are passionate about?

A cause that truly inspires me is fostering gender equity in leadership, particularly within the legal profession. Diversity is not just a ‘nice to have’ — it is proven to drive better business performance. Companies with diverse leadership teams consistently outperform those with homogeneous leadership. In Peru and across Latin America, we still face considerable challenges in ensuring female representation in senior legal roles. It is crucial that both men and women actively support the professional development of women and advocate for inclusive policies.

We have a responsibility to demand gender equity from our service providers and within our organisations. There was a notable example in the United States where a major law firm announced its new partners — all of whom were white men — which triggered a strong response from the legal community and resulted in significant change the following year. This demonstrates that we, as in-house counsel, can be powerful agents of change.

Additionally, I am deeply committed to cultivating a strong culture of compliance. Creating an environment where everyone feels empowered and motivated to act with integrity — even in challenging situations — is key to protecting our company’s reputation and fighting corruption. By refusing to tolerate unethical practices and leading by example, we help make corruption a ‘bad business’ and positively influence our communities. I believe that by working ethically, embracing innovation and championing gender equity, we can make a meaningful difference in our organisations and society.