Team size: 4 (plus me, 5)

How do you approach managing legal aspects during periods of instability or crisis to ensure organisational resilience?

During periods of instability or crisis, the role of the legal function becomes fundamentally strategic. My approach is based on three pillars: anticipation, clarity and trust.

First, anticipation. Resilience is not only about reacting to crises, but also about first preparing for them. This means strengthening governance frameworks, monitoring regulatory developments, stress-testing risks, and ensuring that the organisation understands the legal implications of different scenarios before they arise. Transversal teamwork and support from the top are key in this topic.

Second, clarity. In uncertain environments, organisations need clear legal guidance that enables decision-making rather than slowing it down. The legal team must translate complex risks into practical options that leadership can act on with confidence knowing clearly the risk of each option.

And then, trust. In moments of pressure, the legal function must be a trusted advisor to the business. That requires deep collaboration with leadership, transparency about risks, and a mindset focused on enabling solutions rather than simply identifying obstacles.

Crisis are precisely the moments when an organisation’s values are truly tested. It is during periods of pressure that it becomes evident whether integrity is a real value or simply a statement. One of the key responsibilities of the legal function is to safeguard that integrity, ensuring that decisions taken in difficult circumstances remain aligned with the organisation’s ethical standards and long-term reputation.

The goal of legal leadership in times of crisis is to protect the organisation while empowering it to move forward responsibly and ethically, ensuring that resilience is built not only through compliance but through sound judgment and strong relationships, with people at the centre.

Beyond your corporate responsibilities, is there a cause within the legal profession or wider society that you are particularly passionate about? How does this influence your leadership style as General Counsel?

I have always seen law not simply as a profession but as my personal vocation. What truly motivates me is the idea that the law is one of the most powerful tools we have to solve problems, protect organisations, and serve society.

I am passionate about continuous learning within the legal profession. Law evolves constantly, and staying curious and intellectually engaged is essential. I believe great lawyers never stop studying, questioning, and refining their understanding of how the law can create solutions.

This perspective strongly shapes my leadership style as General Counsel. I see the legal function not just as a control mechanism but as a partner to the business, helping to navigate complexity while making responsible and sustainable decisions

Equally important to me are ethics and integrity. Trust is the foundation of any effective legal function. Building strong relationships based on honesty, transparency, and respect allows the legal team to truly support the organisation and create long-term value.

More broadly, I believe the legal profession carries a responsibility that goes beyond corporate results. Law should contribute to fairness, justice, and a positive impact on society. Even within a corporate context, the way we apply legal judgment can shape decisions that affect people, communities, and the credibility of institutions.

Ultimately, I firmly believe that it is impossible to be a truly good professional or leader without first being a good person. Technical expertise is essential, but integrity, empathy, and a commitment to doing the right thing are what allow a General Counsel to lead with credibility and purpose creating lasting value for the organization.