How do you approach managing legal aspects during periods of instability or crises, and how does your legal strategy align with the broader business strategy to ensure the organisation’s resilience? 

With a strategic vision based on three pillars: business, communication and the legal part, which work in a joint and preventive way, identifying risk scenarios. The legal area has ceased to be a final link in the chain to become “business consultants with a legal perspective”, this means that the business strategy is now born with the legal strategy incorporated, we have become allies of the business. 

What emerging technologies do you see as having the most significant impact on the legal profession in the near future, and how do you stay updated on these developments?    

Currently, a high percentage of lawyers are convinced that: “the lawyer who is not updated and is not friendly with technology becomes a dinosaur” and, without a doubt, innovative technologies will reach their maximum level of maturity over time. and they will fully reach the field of law, such as: electronic document management, online communication and the dreaded artificial intelligence (AI), which I consider a transformative tool but not one that will replace us in the legal world. 

How do you prioritise diversity and inclusion within your legal department, and what initiatives have you implemented to foster a more inclusive and equitable work environment?    

I like to work under collaborative leadership through delegation and trust, this makes us clear about our work policies and therefore inclusion flows. As an initiative, the implementation of the campaign “let’s fight against unconscious bias” to strengthen it as a culture in each person.