Could you tell us a bit about your significant successes in your role?

Since invited to be part of Banco Sabadell’s legal team, it has been a great challenge, yet an opportunity, for me to create, shape and consolidate Sabadell’s commercial banking legal team from scratch, of which upon my arrival has only had Luis Cárdenas as director. Ever since, we have succeeded on the creation of all the shelf products offered by commercial banking, as well as inherent processes creation. I have also led the process of reengineering and contracting of structured financing loans, the build-up of Sabadell’s fiduciary team, in addition to the redesign of the contracting process with bank suppliers and we are currently working on the processes simplification to become the most agile bank in the sector.

One of the most important achievements in my career in Sabadell, in addition to building this team, is empowering my team members to become leaders and unlock new challenges, as a strongly consolidated resilient area towards excellence.

In your opinion, what are the qualities and skills needed to form a strong legal team?

In my opinion, it is necessary to have a precise understanding of the operations, as well as to always show empathy to be able to accompany our business partners and accelerate their deals brought to the bank, which means that the team must be prepared for unforeseen situations that might arise in the contracting of credits.

I also believe that, as our slogan indicates, Closeness, Quality and Commitment to our internal and external clients are mandatory to achieve our common goals. In addition, it is important to become more efficient, comprehensive and multidisciplinary with precise knowledge of the business. It is no longer enough to deliver excellent work, but rather we must know and continuously improve our added value, to become trusted advisors for the bank with an aligned purpose. Finally, I believe that an institutionalised service must be provided, as if we were a franchise model, based on best practices and lessons learned, which depends on processes and not on personal criteria, because people leave companies, but processes remain.