Team size: Two

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

The last three years have tested our ability to cope with revolutionary changes in the industry, such as new forms of working, and, in some cases, the hyperregulation of businesses. This new scenario has also brought the opportunity for change and adaptation. Specifically, our efforts to digitalise our services and introduce digital tools for engaging users and third parties have led to challenges related to ensuring compliance with data protection regulations. This has caused the cultivation of a data protection culture and improvements in the structures of our principal business partners, many of whom are not familiarised with those concepts. This involves capacity building through legal education and ongoing collaboration to foster a stronger sense of corporate responsibility.

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

Assertiveness, innovative thinking, problem solving and proactivity on capacity building are the fundamental pillars to create a well communicated and trusting environment that warrants the participation of the legal department in the business building to reach the organisation’s goals. As an insurance general attorney, I have witnessed how these four elements can bring the organisation security in their operations and in the relationship with control entities, contributing at the same time to build a better communication culture.

Why are in-house lawyers well-placed to drive change in their organisations?

In-house lawyers are naturally results-oriented; a crucial and in-demand skill for a business. Their proficiency in risk management, capacity building and their ability to actively participate in and enhance organisational operations are essential elements that enable the legal department to play a pivotal role in shaping and structuring business endeavours. It is evident that legal department can offer a diverse array of perspectives that are rooted in knowledge, experience and in a wider spectrum of ideas and horizons, which helps to strengthen the business core.

The unusual business environment created by the pandemic has been swiftly followed by other shocks. Are you now putting more emphasis on preparing for the unforeseen and, if so, what does this entail?

As an Ecuadorian lawyer, I can confirm that pandemic has presented a multilevel impact on society, coupled with the ever-present potential for volcanic disasters. In this light, we have started a migration of our files online, digitalising our company’s operations. This process necessitates the adaptation to a robust business continuity plan (BCP) that can be activated when required. This plan includes measures such as the deactivation of the non-core business elements within the organisation and redirecting all resources, both human and material, towards the core operational functions. The BCP serves as an essential tool to ensure the integrity of our databases.