What are the most significant cases and transactions you have been involved in recently?

It has been a year and a half since the acquisition of Sykes by Sitel (now FOUNDEVER) and we have been in a transitional period to become one company.

This has been a challenge as both companies are huge in their own right, with even bigger workforces located around the world. Within Latin America for instance, Sitel didn’t have operations in Costa Rica or El Salvador, but instead in Nicaragua and Panama. These jurisdictions have now come under my scope of supervision.

Therefore, recently my team and I have been required to make some extra effort, especially in countries where we have two entities operating derived from the acquisition, and also because naturally requirements can differ for each company, and thus, where possible, we are making a very intentional effort to streamline processes.

Another project that we have been working on over the last six months has been our expansion into Peru; due to the political climate, it has been difficult understanding and fulfilling all necessary legal and operational requirements. As you know, we must be particularly careful when incorporating a company in a new jurisdiction, and ensure we are compliant; these, in essence, have been a taste of the significant projects occupying our time recently.

What has been the number one challenge that has impacted you over the past year?

I will have to say that working within a company which still operates as two separate entities in some countries, has been a challenge. Most especially, in countries where you have complicated regulations; everything must be done twice and also reconsidered to make sure it applies to both entities, particularly with regard to permits, licenses and among others. Thus, we are focused on standardizing and simplifying requirements with the purpose to become more efficient.

In which ways have you attempted to bring the legal department closer to your business colleagues?

I always encourage my team to reach out to our business partners, and not wait to be asked for help. For instance, we try to have meetings with our HR function monthly or biweekly and we also schedule annual in-person meetings with the finance team in all our countries of operation. I find that communication improves when you relate with teams this way, as opposed to virtually. As a CX company, part of our DNA is create conversation and connect, and because of that we try apply that internally. We get to be involved in the process and be prepared in case we have to intervene. Legal is then not perceived as trying to delay processes, or say ‘no’ unjustifiably, but rather to make things happen. It may sound cliché, but it is the reality that legal does contribute to making things happen and we feel just as accomplished when projects and plans come to fruition.

Of course none of these would happen without a great team such as the one I have in Latin America with my colleagues Guillermo de Valencia in Colombia and Ricardo Zuniga in Costa Rica.