How do you think the pandemic has changed the world of work for in-house counsel and the role of general counsel?
The pandemic generated more extensive and recurring work in the legal area. New legal strategies were deployed at accelerated steps, according to new regulations enacted both in Ecuador and in the countries where we provide services.
What are the most important cases or transactions in which your legal team has participated recently?
The legal team participates in the strategy planning thus it supports the fulfillment of the major business objectives. Relevant tasks are satisfactorily accomplished; however, we continue to decisively execute actions to benefit not only the companies we advise but the whole country in terms of employment and sustained growth.
How do you think the role of in-house counsel will evolve in your region in the coming years?
The contribution of in-house counsel will be vital for management in the region. All business growth plans must go hand in hand with legal due diligence. In this sense, the role of legal counsel should not only serve to support potential conflicts but also to prevent them, so that companies can develop their activity to the fullest without limitations and be safe from regulatory compliance.
How important have ‘soft skills’ or personal attributes other than technical legal skills been to the success of the team, and what ‘soft skills’ do you believe are the most important for in-house counsel to possess?
Soft skills are critical in any entity. Everyone is primarily looking for excellent people, who undoubtedly have the required professional skills or will be able to acquire them in the future. The way in which human relations are handled is a priority, being key to business success. In my opinion, the main soft skills are leadership, clear and friendly communication, and flexibility.
