What are the most significant cases or transactions that your legal team has recently been involved in?

The most important transaction in which my legal team has been involved in recent years is the acquisition of a majority stake in The Fresh Market, one of the best supermarkets in the United States, widely recognised by market specialists. The Fresh Market transaction, with the purchase of 67%, is Cencosud’s first foray into the United States. Also in 2022, we worked on Cencosud’s acquisition of a Brazilian supermarket chain, GIGA, a deal that allowed our Company to start participating in the Sao Paulo market.

As we live in a fast-paced world today, what skills will a corporate legal team need to succeed in the modern in-house industry?

Given the characteristics of the world we live in today, a corporate legal team must be particularly flexible and adaptable to new challenges. However, I believe that the most essential skill that they must possess is that of strong and solid legal judgement, as their advice, guidance and decisions depend on it. The speed of today’s world demands that this judgement be of the highest standard. Fortunately, for those of us working in large distribution companies, the fast pace of this industry, its constantly evolving regulations, and a strong focus on always being innovative and flexible in response to new market trends present us with constant challenges. This was evident during the pandemic, for example, when retail companies had to quickly adapt their processes to deal with the new realities that emerged. These market characteristics prepare our teams to face today’s world with sufficient professionalism and enthusiasm.

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

The first thing our business partners need to recognise is that we in-house lawyers are part of the business and, like them, we want the business to succeed. We want the business to grow from the opportunities they propose and so we start from the premise that we are working towards common goals. If this is not achieved from the beginning of the relationship, the collaboration between the legal and commercial teams will not flow as it should because there will be a lack of trust that exists between the teams. A second element is the clarity of objectives that must exist between the teams, starting with the inception of the proposed business and the path to reach it, which implies deadlines and a precise and manageable Gantt chart. Another important aspect is that the business partner recognises the legal team as a partner in the process, and not as an obstacle to it. Trust and clear interaction between the teams will facilitate that understanding, so that, we are all working in harmony, ensuring the success of the business and its legal viability.