Team size: three

What are the most significant cases or transactions you and your team have been involved in?

At Citi Guatemala, we continuously strive to support our clients in their most significant transactions while increasing their presence in the region. Last year we supported the business in issuing a $700m green bond for a Guatemalan-owned energy group. It has represented the first benchmark-sized green bond issuance by a non-government-owned issuer in Central America and the Caribbean. Citi acted as a joint bookrunner in this unprecedented transaction. Thanks to the bond, the energy company has expanded its investors base and continued to deliver on its strategic vision optimising capital structure and gaining operating flexibility in line with the fully operational nature of its renewable energy assets. We have also supported the business in issuing a Guatemalan-based bottling company which amounted to a $1.1 billion offer of its sustainability-linked bond — Citi acted as joint bookrunner, joined dealer managers, and joint sustainability-linked bond structuring agent in this memorable transaction for the region. Last year, we even co-led with the regional legal team in Latin America the digitalisation project, stressing our commitment to bring forth the best digital products for our clients.

In what ways do you see the in-house legal role evolving in your region over the next few years?

The role of the in-house legal counsel continues to evolve as the world changes and adapts to new scenarios. Two years ago, I would have never thought that a lawyer in a civil law jurisdiction like Guatemala would adapt and thrive in a remote work environment. Covid-19 has taught us that we can adjust to any given circumstances — thanks to the right tools and support teams, we were able to go paperless in a blink of an eye, proving that in-house legal departments can be as dynamic and adaptive as any other areas of the corporation. The in-house legal role will become increasingly crucial in the new, ever-changing environment, both from a legal and economic perspective. Time and a quick turnaround can make a difference.

In a changing financial landscape, how does the company remain competitive against new phenomena such as fintech and blockchain, and how does the legal team assist with this?

I can summarise my thought in a phrase I heard a few weeks ago in a seminar on this topic, “Become an expert learner — in a world where data and processing capabilities double every two years, experts are becoming outdated; instead, we need to become expert learners.” Expert learners continuously keep up to date, read, study, and remain competitive. In-house legal partners need to be up to date with new technologies, new products, trends, and topics, especially in the financial sector, in order to provide the best advice.