Could you share an example of a time when you came up with an innovation that improved the way your legal team works and did not come at a huge cost?

Work has been done on the digitisation of documents and the automation of specific contracts in the area. This has made it possible to optimize the delivery time of the requests and decongest the operations of the department at zero cost. All legal documentation was digitised, allowing access to this information in an agile manner.

Our team is leading the organisational transformation of the institution, with the aim of improving the management of internal processes, optimising the allocation of resources and the coordination of activities. This will allow promoting innovation and collaboration between all areas in order to boost the growth of the organization. Likewise, it will make existing processes transparent to promote their continuous improvement, identifying bottlenecks. Performance metrics will be implemented to increase speed and efficiency of the organisation.

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

Without a doubt, the health situation has been one of our most important concerns; however, we have shown that we are capable of carrying out safe and responsible events, complying with all the recommended measures. But above all, the country’s economic situation generates a lot of uncertainty, both in the rethinking of budgets, as well as in the impact that these measures have on participation in fairs and events.

How do you think the internal legal role will evolve in the coming years?

The internal legal role must not only guarantee the levels of regulatory compliance, but also assume the commitment to implement internal control methods and processes that allow mitigating risks of exposure to the organisation. Corporate governance must have sufficient guarantees for successful decision-making.