Team size: Eight

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

My team and I have been involved in complex litigation cases regarding real estate, IP, competency, and data protection matters. All the cases are currently still pending as the development of complex litigation cases slowed down drastically in Portugal during the Covid-19 pandemic. We have also been involved in relevant M&A real estate transactions – the sale of one and the acquisition of two private healthcare business units. Additionally, we have been focused on the development and implementation of new products and solutions designed for better healthcare access and plans, as well as insurance and credit solutions.

Even in the best-case scenario, Covid is likely to have far-reaching ramifications. How are you safeguarding the long-term health of the business?

Covid-19, and more recently the armed conflict in Ukraine have proven that certain aspects of business sustainability such as low inflation, currency stability and accessibility, affordability of goods – are not a certainty, as we tended to believe before 2020. To better safeguard the long-term health of the business, we have started to question the value of certain long-term agreements as well as to adapt specific covenants regarding pricing, deadlines, and force majure rights. In addition, we believe that the volatility and instability that resulted from the past two years proved that the legal knowledge should be available within the company and not from external legal advisors. That enforces the ability of the business to swiftly and proficiently address matters that require assistance from the legal team. In accordance with the organisational strategy set forth regarding the legal team, we have been following the strategic decision of continuing the strengthening of the teams’ technical and operational knowledge – important to safeguard the health of the business during uncertain times.

Looking forward, what technological advancements do you feel will impact the role of in-house legal teams in the future the most?

Digital governance tools give essential aid for groups with complex governance structures. I believe that cryptocurrencies becoming part of day-to-day activities worldwide will change the standard way of doing business, and the risks involved – in-house legal teams will have to be prepared on the matter. Nothing could be as disruptive for the role of in-house legal teams as the tools that may result from proper investment on artificial intelligence. Those tools may be able to substitute the legal teams’ current role on contractual drafting and review, legal opinion assistance and research. Should that be the case, the role of the in-house legal counsel will change dramatically, varying from legal advice and soft skills which allow for proper interpretation of the necessities and culture of the business, to become a good software operator.