Team size: Eight

Major legal advisers: Marimón Abogados, Ecija, Bird & Bird 

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

We have been involved in several cases and transactions across all the jurisdictions we operate in. In 2021 my team was responsible for the IPO of the Brazilian entity, making Privalia Brazil public — it required a sophisticated tax and legal analysis and the reorganisation of the Spanish and Brazilian IP and corporate structure. We have engaged in multiple corporate convergence projects in Spain, Italy, and Benelux. The corporate and tax set up in those markets was drastically remodeled through the creation of local branches of the group’s parent company and acquisitions and mergers. We have also worked on technical convergence across the global region. The Italian, Spanish, and Benelux databases were assigned to the group’s parent company; the local technical platforms have been transferred to IT platforms, and websites and apps have been redefined. That has entailed a complex, multifaceted legal analysis of privacy, contractual and consumer law implications and requirements, and implementation of all legal changes derived from there.  

• How do you suggest in-house lawyers build strong relationships with business partners? 

In order to build strong relationships with business partners it is crucial to acquire a deep understanding of the business. It is all about proving that you are a trusted advisor, able to deliver clear and practical solutions. There is a motto that we use in Privalia, originally coined by the commercial team, that perfectly represents the attitude that legal teams must adopt— “how yes.” It is essential not to limit oneself to strictly legal topics but to take part in more business-oriented meetings and provide a sound point of view regardless of whether the issue at stake is a purely legal one. It will ensure that the legal department becomes and is perceived as a strategic partner rather than staying on the sidelines. 

• How do you feel the pandemic has changed the world of work for in-house counsel and the function of the general counsel? 

At the early stage of Covid-19, when legislation started continuously changing, swift analysis and decision-making became essential. It became obvious how, in this new climate of continually changing rules, no decisions could be taken without someone interpreting such requirements. Up-to-date and detailed analysis of new legislation became fundamental —general counsel have become necessary in day-to-day operations. Companies have come to realise that in-house legal departments are key assets and have a pivotal role in their functioning. As a result, in-house legal teams have acquired a more strategic role, allowing them to become more proactive and less reactive, both in terms of risk management and involvement in the business.