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

I would like to refer to two operations that I have found particularly challenging, in terms of their volume, complexity and impact. Recently, there was a complex case that tested all our expertise. Our client wanted to sell a plot of land that had real estate potential but had been illegally occupied by squatters. On the one hand, we had the task of helping the client to sell their land, but at the same time we had to find a definitive housing solution for the squatters.

We thoroughly analysed what would be the best solution that would consider both the social and business aspects, and together with our team we were able to orchestrate a win-win solution. First, through Chile’s Lobby Law, we were able to approach the Municipality of Cerro Navia, where the land was located, who helped us contact the occupants. Then, together with the Ministry of Housing and Urban Development, we negotiated an agreement so that, once the land was sold, a housing complex would be created to benefit the 250 families occupying the property. Each family would receive an apartment. To achieve this, it was then agreed that Servicio de Vivienda y Urbanismo de Chile, Chile’s Housing and Urban Planning Service, would buy the project built by the company that acquired the land.

In this way, the land became commercially attractive, a socially impactful solution was created, and it was subsequently sold to a real estate company.

Another one of our most recent challenging and successful cases was the sale of five bus terminals for one of the largest transport companies in the Santiago Metropolitan Area. The representatives contacted us to sell five of their bus terminals at a competitive price and in a short time frame. The company was approaching the end of its transport concession period with the state, which meant that it had to reduce a large part of its workforce and pay severance payments. To meet these commitments, it needed to raise funds through the sale of operating transport assets. To maximise the sale price and make the process more attractive to potential buyers, our expert team advised the owner to include in the sale a long-term lease with a reliable tenant. In this way, the buyer would receive a significant monthly profit from the lease.

As a result, a long-term lease was negotiated with a state entity that required the continuity of the terminals due to their strategic location and size. After a lengthy process, we were able to obtain an attractive lease rate for a term of 25 years. Finally, through a successful, transparent, and competitive process, the terminals were acquired by a major national insurance company.

Looking ahead, what technological advances do you think will have the greatest impact on the role of in-house legal teams in the future? Which have you found most useful in your legal team?

The most radical technological advance for in-house legal teams is, firstly, the digitisation of services of all kinds, both by public and private platforms, which has significantly reduced face-to-face procedures and all the associated time and travel. This has greatly improved the standard of work and efficiency during the working day, as well as the team’s integration within the company.

Why are in-house lawyers in a good position to drive change in their organisations?

Since the company’s risk review passes through the hands of the in-house lawyer, they have the unique opportunity to identify precisely what practices or factors in the company may be threatening its functioning or could be defined in a more inclusive and open way. The legal director, if he has had the opportunity to position himself within the company, has a duty to be a driver of innovation, changing perspectives and keeping the correct course if the path is in danger of deviating.