Puerto Rico
Supported by the Association of Corporate Counsel
Senior legal counsel, Puerto Rico, Central America and Caribbean | ABB
Legal manager | Financial Oversight and Management Board for Puerto Rico
Chief compliance and legal officer, country manager | Gamma International Bank
Deputy director, contract administration CDBG-DR/MIT program | Puerto Rico Department of Housing (PRDOH)
Chief legal officer | GENCO General Contractors
Director of intergovernmental affairs and senior executive advisor | AAFAF
Chief compliance officer and general counsel | Parliament Capital Management
In-house counsel and compliance manager | metropistas
Director of legal affairs | Comision de Juegos del Gobierno de Puerto Rico
General counsel and compliance officer | Universidad del Sagrado Corazón
General counsel and administrator | Puerto Rico Science, Technology and Research Trust
Director, commercial legal | Liberty of Puerto Rico
Executive director | Oficina de Presupuesto de la Asamblea Legilativa - OPAL
Executive vice president, general counsel and corporate secretary | MAPFRE Puerto Rico
Senior associate general counsel and SIU director | First Medical Health Plan
Executive vice president and general counsel | Grupo Larrea
Associate counsel | Puerto Rico Science, Technology and Research Trust
Chief legal counsel | Puerto Rico Industrial Development Company (PRIDCO)
Oversight manager for public corporations of the government of Puerto Rico | Puerto Rico Fiscal Agency and Financial Advisory Authority
Executive vice president, and chief legal and administrative officer | Evertec
General counsel | Departamento de Desarrollo Economico y de Comercio
Restructuring director and acting chief legal officer | Puerto Rico Fiscal Agency and Financial Advisory Authority
In-house counsel and risk management director | Ryder Memorial Hospital
Interim director of the legal affairs division | Puerto Rico Department of Housing (PRDOH)
Deputy general counsel | Financial Oversight & Management Board for Puerto Rico
Acting director - Bureau of legal affairs | Puerto Rico Department of Labor and Human Resources
The recent news that elite US firm Sullivan & Cromwell had apologised to a judge over AI hallucinations in a court filing prompted a collective wince from the legal profession.
But while some lawyers remain wary of AI, others are striking a more open-minded note, and at the LexisNexis AI Forum hosted this Wednesday (20 May) by Legal 500 and Legal Business, panelists argued that the risks are far outweighed by the opportunities.
Barbara Zapisetskaya, principal technology counsel at the European Bank for Reconstruction and Development, made the case that hallucinations and other potential pitfalls can be overcome with a shift in mindset.
‘What makes a difference,’ she said, ‘is empowering your lawyers to take responsibility for AI output – helping them become active AI operators, not just passive AI users. You have agency to decide whether you agree with the output or not.’
Zapisetskaya was among a line-up of leading in-house figures speaking on two panels, which covered everything from practical steps for AI implementation to the key decisions GCs need to be making in the coming months.
Financial Times general counsel Dan Guilford began by stressing the importance of building the right culture for AI adoption. In addition to proactively upskilling himself, Guilford talked about how he had implemented a voluntary weekly ‘show and tell’ meeting for team members to share successful use cases – or an exercise that became a gratifying measure of progress.
Other panelists discussed how increased in-house productivity is altering the dynamic with their external counsel.
While some see the use of AI by law firms as a precursor for reduced fees, Russell Davies, head of global operations for legal and compliance at Dentsu, said that faster results – however they are delivered – are something to be valued.
GSK assistant general counsel Anthony Kenny agreed, saying that while there was an expectation that external counsel would be utilising AI, the focus should be on the value of the output, rather than an overemphasis on identifying AI use as a justification to reduce fees.
Speaking on the second panel, MUFG EMEA general counsel James Morgan stressed the critical importance of education, noting that educating the C-suite on the advantages and risks of AI is just as important as enabling large in-house teams to use these tools.
Shanthini Satyendra, vice-chair of the AI Committee, Society for Computers & Law, CEO and founder of Manisain, offered a reminder of the importance of making the connection between tasks and the purpose behind them, extolling the virtues of identifying use cases for AI that can solve a meaningful problem.
Zapisetskaya concurred, adding that one of the most important tasks for GCs across the next six to twelve months is to create AI playbooks and templates, noting that ‘it is easy for lawyers to see problems – much harder for lawyers to see opportunities.’
There was also broad agreement among panellists that GCs should focus on upskilling their junior lawyers on AI, rather than – as some may expect – cutting back their workforce. As Satyendra summarised: ‘Some people are replacing human capital with AI without thinking about what’s required to make AI work. Retain your people and train them up.’
The panels were moderated by Emma Millington, head of the UK Lexis+ Finance Group, and LexisNexis director of segment management Stuart Greenhill.
