Team size:   12 

How do you approach managing legal aspects during periods of instability or crises, and how does your legal strategy align with the broader business strategy to ensure the organisation’s resilience?  

Managing legal matters during times of instability or crisis involves building strong relationships with each sector involved and thoroughly analysing every aspect of the issue. If you can understand the business, the problem, and the need, you will be able to provide the most appropriate advice. In the retail sector, legal strategy must always align with commercial strategy – it is part of our DNA. The focus is always on delivering honest service to our clients and community. For this reason, I firmly believe that a legal perspective is a valuable tool for commercial strategy. It can offer balance and confidence, particularly in times of instability or crisis, as the approach, especially under such circumstances, must take the entire situation into account to understand the difficulties or points of contention and work towards the best solution together. 

What are the main cases or transactions that you have been involved in recently?  

Recently, I have participated in key operations within the company. Firstly, the entry of IDB as a shareholder of TA-TA through a capital contribution marks a significant milestone in our journey, as it reinforces the commitment of TA-TA and its founders to continue investing in Uruguay with the highest standards in its processes. This supports the company’s goal of being the best place to shop, work, and invest, in addition to its commitment to making a positive impact on the communities where we operate. 

Likewise, I was involved in an operation in which the company received a disbursement of USD 10 million, as part of a total credit line of USD 20 million, from IDB Invest. This stems from a long-term loan agreement established in 2021 to support the growth of retail trade and, in turn, generate employment in Uruguay. 

Additionally, I took part in the successful placement of Negotiable Obligations (O.N.) totalling USD 100 million through the bidding procedure of the Uruguayan Electronic Stock Exchange (BEVSA), which represented the largest operation of this kind carried out by a private entity in the Uruguayan stock market. 

This year, the company opened its 93rd supermarket in Maldonado, further strengthening TA-TA’s presence across the country and allowing us to serve our customers in a more accessible and effective manner. 

How do you prioritise diversity and inclusion within your legal department, and what initiatives have you implemented to foster a more inclusive and equitable work environment?   

Fortunately, diversity and inclusion is one of the company’s nine core values, impacting not just the legal department but every area, sector, and business unit within GDN UY. I am proud to work for a company that partners with key institutions in the country to foster an inclusive culture. As a pioneer in Uruguay, we have been actively promoting inclusion for 24 years, creating opportunities through our Workplace Inclusion Programme. More and more people and companies are committed to building a fairer society with equal opportunities for all. For example, we have been collaborating with the Down Association of Uruguay for over 20 years, as well as the LGBT Chamber of Commerce and Business, among others. 

In both my team and other areas, there are no gender gaps, and we have excellent examples of female leaders in positions of influence and responsibility, including representation of women on the Boards of Directors of our companies. In addition to various general awareness and training programmes offered to employees, the legal and compliance team manages the “Ethics Line” – a reliable, safe, and confidential reporting channel for any deviations from the company’s ethical principles (whether involving employees, suppliers, partners, or clients). Key principles embedded in the company’s Code of Ethics include: i) Promoting inclusion in the labour market through inclusive hiring policies; ii) Respect – no discrimination is tolerated under any circumstances; and iii) Zero tolerance for harassment. Any deviation can be reported and will be subject to an internal investigation. 

What do you see as the major legal challenges for businesses in Uruguay over the next five years, and how are you preparing to address them? 

The main challenge I foresee for legal teams in Uruguay in the next five years is leading a legally focused team that is becoming increasingly diverse, with different profiles to manage various aspects of retail in a competitive and challenging market environment. 

Another challenge is the integration of legal technology and artificial intelligence into our processes. This represents a paradigm shift in the management of legal matters, but it is becoming essential in order to automate processes, gather management indicators, and organise documentation. By doing so, we will be able to offer greater support to business areas with precise, intelligent, and timely information. 

In my team, we have been on this journey for some time, experimenting with different technological programmes and developing new internal processes. This allows us to continue advancing on this path and to deliver real value through the use of new technologies, while maintaining the balance and criteria necessary to ensure alignment with the organisation’s goals.