Team size: six

Could you share an example of a time when you came up with an innovation that improved the way your compliance team works and didn’t come at a huge cost?

When you are the head of a team, you should always aim at the well-being of your people, since it will be reflected in the results obtained. In this sense, we have managed the readaptation of contract management processes through digital applications as main tools, such as Dilitrust and general frameworks in SAP systems, for commercial use. With these tools, we have reduced the time carried out reviewing and issuing contracts of all kinds, be they commercial, civil, labour or other. This has translated into improving sales procedures, reducing time, lowering the workload and achieving higher sales.

What are some of the key developments (legal, geopolitical, or otherwise) that have affected your business over the past year?

Especially with Astara I Ovando, the entry of the multinational Astara as the main shareholder of Ovando, has generated a very important leap in terms of learning new ways of viewing the legal environment, comparing laws, forms, and processes in Latin American and Europe. Likewise, we were lucky to have the induction in terms of policies and methods that were not applied in our line of business and, as a result of this, the role of compliance officer for which I have been appointed by the board of directors, has had a very important role in everything related to the corporate governance of the company, as well as its relationship with our peers in other countries. This function has positively affected both my learning and my knowledge about the aforementioned corporate governance, the development of policies regarding due diligence, information management for the board of directors and shareholders, risk management, prevention channels, claims, among others.

How do you think the role of the in-house lawyers will evolve in the coming years?

I am firmly convinced that the role of the in-house lawyer will be important in terms of the growth, control and management of companies. The legal figure is much more important than various sectors within a company, since solutions are managed based on what is legal, a situation that is not easy at all for any role, as decisions are made based on criteria that can be decisive to the growth of the company. The in-house lawyer is fundamental, as the resource of order and facilitation for the company, finding the appropriate response for its benefit, while complying with what is established within the regulations – a no less easy task.

Do you use any technology products, and if so, for which areas of your work do you find them most useful?

Precisely this management, we began to use Dilitrust, a tool that is extremely useful for us to develop framework contracts, in addition to monitoring judicial processes that are held with external law firms. I found it extremely useful for both areas, process monitoring and development of framework contracts. I am certain that our work cannot be left behind in terms of the use and management of this type of tool, since it facilitates work in these areas, and reduces time, thus granting the peace of mind of being able to attend to other types of matters. of equal or greater importance. Likewise, we manage the SAP platform, the management of certain types of contracts that facilitated requests from different areas in the company at a national level, so we minimise times for these areas, obtaining less relationship with our area so as not to delay the management of these areas.