What are the most significant cases or transactions that your legal team has recently been involved in?

Our legal team supported the first private placement for the company of senior unsecured notes for US$210 m, which was refinanced through a syndicated facility in 2020 with BBVA. It was restructured in 2022, with PNC bank getting the company to the lowest debt leverage in its history. We also led a secondary offering in 2019 by issuing 5,000,000 new shares in NASDAQ for $35 m, which served as funding for the acquisition of 25% of the glass business of St. Gobain in Colombia and grounds for a joint venture to build a new glass floating facility.

We have also participated in several M&A cross-border transactions to further continue the group’s vertical integration strategy. Constant investment in CAPEX has required negotiating in a multi-jurisdictional environment.

We have adopted a replicable and reliable compliance programme across our multinational companies, achieving excellent results. Additionally, our legal team has had a key role in leading the company’s sustainability strategy, promoting ethical and responsible growth, leading eco-efficiency and innovation, bringing added value to our stakeholders through adhering to the Global Compact Principles and GRI Initiative.

After a thorough assessment of the markets carried out by our legal department, we delisted TGLS from BVC and transferred it from NASDAQ to NYSE to match our company’s purpose. Tecnoglass is now the first Colombian company to have its primary listing NYSE.

The company has been able to ensure security in the international supply chain by implementing global trade efforts and becoming certified as Authorized Economic Operator as an exporter and importer in Colombia by adopting additional tax, customs and security requirements.

What do you predict will be the biggest change in the legal market over the next few years?

Legal markets must consider technology as an ally to transfer knowledge within the team and the organisations.

Many legal professionals are cautious in the use of technology as the industries we serve cannot all be standardised. However, there are plenty of efficiencies in which we can integrate the best of both worlds. For example, we have implemented a software that helps us keep track of due compliance with legal obligations by sending early warnings ahead of their due dates. This has allowed us to better use the legal department’s time and efforts in monitoring compliance in multiple territories.

As we enter the next decade, what skills will an in-house lawyer need to succeed in the modern in-house industry?

A good in-house lawyer is an agile business facilitator. In contrast, an excellent in-house lawyer is an asset to the business with the acumen and flexibility to carry-on corporate strategies while managing risks. This must be combined with resilience, empathy and the ability to provide confidence to its stakeholders.