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 large expense?

Approximately eight years ago, it was considered convenient, regardless of the specialisation of each member of the team that makes up the area, in different subjects, constant training and regulatory, conceptual and procedural updating with the various members of the team, replicated to the different areas with which we relate, allowing for efficient attention to clients.

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

One of the key examples was definitely the remote work brought about by the pandemic. This resulted in constant training, socialisation, explanation, and management carried out internally and externally. In the face of ongoing regulatory changes, on many occasions not technically or legally supported.

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

The constant tendency to have internal legal advice, which is serious, meaningful and timely, makes the work of the legal areas increasingly strengthened. Considering the appearance of details and problems in a national and global context, the growth presented must go hand in hand with platforms and technological developments, which tend to alleviate legal procedures, communications and interrelations with national and foreign partners.

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

A case monitoring tool has been developed. We have service subscriptions to update regulations and guide basic models of documents, agreements and contracts. We also have a system designed for the boards of directors and other Corporate Governance bodies, through which meetings can be better managed, and communication within different entities eased.