Team size: Three

Major legal advisors: Linklaters (France), Creel (México), Roca, Broseta and Urìa (Spain)

What piece of work or project over the past year are you most proud of, and why was it particularly significant for the business? 

Over the past year, I have been particularly proud of my involvement in a few complex transactional and strategic corporate matters, including cross-border M&A processes and potential projects related to concession and infrastructure assets.

These projects required the coordination of multiple jurisdictions, stakeholders and legal frameworks, often under tight timelines and with significant business impact. My role was focused on ensuring alignment between legal structuring, risk assessment and the strategic objectives of the business, while working closely with senior management, external counsel and financial advisors.

What made this work especially significant was the extent to which legal input contributed to shaping outcomes rather than simply validating them. By helping structure transactions, anticipate key risks and manage negotiations with counterparties, the legal function played a central role in enabling informed decision-making. This was particularly relevant in projects involving long-term contractual frameworks and regulatory exposure, where the ability to balance legal certainty with commercial flexibility was critical.

Have you been involved in any initiatives to improve legal processes, introduce new ways of working or make the legal function more efficient?

I have been involved in some initiatives aimed at improving the efficiency and positioning of the legal function within the organization.

This has included contributing to the standardisation of key contractual templates and supporting the creation of more structured internal review processes, particularly in areas involving recurring contractual arrangements. These efforts aim at helping to streamline workflows, reduce turnaround times and ensure greater consistency in risk approach.

In parallel, I have worked to promote earlier legal involvement in business initiatives, encouraging teams to engage legal at an earlier stage of project development. This shift has allowed for more proactive risk management and has strengthened collaboration between legal and operational teams.

More broadly, I have sought to contribute to a culture where legal is seen not only as a control function, but as a business partner that adds value by facilitating solutions and enabling the organisation to move forward with confidence.

What skills or experiences have been most important in your development as an in‑house lawyer so far?

My development as an in-house lawyer has been shaped by the combination of technical legal expertise and exposure to highly business-driven environments.

Working on M&A transactions, governance matters and complex contractual arrangements has required not only strong legal analysis, but also the ability to prioritise, simplify and adapt advice to support business decisions. This has strengthened my capacity to translate legal complexity into clear, actionable guidance that is aligned with strategic objectives.

Equally important has been my involvement in cross-border work, which has reinforced the importance of communication, cultural awareness and the ability to navigate different legal systems simultaneously. In these contexts, judgment and pragmatism are often as important as technical accuracy.

More broadly, the in-house role has driven me to develop a mindset focused on ownership, responsiveness and continuous learning. Dealing with ambiguity and time-sensitive decisions has helped me become more resilient and comfortable balancing risk with commercial needs.

What excites you most about the future of the in‑house legal profession, and where do you hope to continue developing your career?

What excites me most about the future of the in-house legal profession is its increasingly strategic role within organisations, particularly in the context of rapid technological change. The rise of AI and data-driven tools is already transforming how legal teams operate, from contract review to decision-making processes. While these developments bring significant opportunities to improve efficiency and access to information, they also raise important legal and ethical challenges, including issues related to liability, governance, data protection and the reliability of automated outputs.

In this context, I believe in-house lawyers have a critical role to play not only in adopting new technologies, but in helping organisations navigate these risks responsibly. This requires a combination of legal expertise, technological awareness and sound judgement to ensure that innovation is aligned with regulatory requirements and business objectives.

More broadly, I am particularly interested in continuing to develop in roles that combine international exposure, complex transactions and strategic advisory responsibilities, where the legal function is closely integrated with the business and contributes directly to long-term value creation