Could you give us an idea of the type of work your team has done recently?

During the pandemic, Teleperformance’s focus has been on guaranteeing the continuity of its operations, making an enormous effort to move its employees from their offices to their home, proritising the health and safety of its workforce. In the case of Central America regions, it has meant moving more than 20000 people in a very short time, including technology equipment and connectivity.

Regarding legal matters, we have had to navigate an uncertain regulatory framework, while supporting the growth of the company. Teleperformance has become the largest employer in the country, with more than 40 thousand employees. This new business model has required adapting the needs of the client, accommodating a different contractual framework, and negotiating with new clients and suppliers.

Teleperformance values working from home and has adopted it as the new business model. In most cases companies can become more efficient in their performance when employees are allowed a certain degree of flexibility.

How do you feel the pandemic has changed the world of work for in-house counsel and the function of the general counsel?

The pandemic has changed the way of working for most companies. The use of new technologies, and the ability to adapt in markets that are not very regulated or with institutional voids, generated a change of vision in the legal profession. Legal tech, blockchain and other types of disruptive and innovative technologies are now on the table for general counsel of companies. These new technologies allow for more efficient meetings, secure and remote review and signing of documents through high-tech platforms, and closer and more precise monitoring of legal processes that previously required a physical presence.

The pandemic brought many lessons to the legal profession. Our role can adapt and transform, and we can guarantee the same legal security through new technologies. We are opening Pandora’s box to be more efficient and productive, without forgetting under any circumstances the human component.

If you had to give advice to an aspiring in-house lawyer or general counsel, what would it be and why?

I would say to any lawyer who wants to start a career in-house that people always come first beyond results. Companies are made of people and keeping them engaged and motivated is the most important asset. Results are essential, but KPIs, stack rankings, and other performance measurement strategies must be based on a people-centric strategy that generates a balanced work environment. Results always arrive when there is assertive communication and the company’s vision is maintained.

Additionally, I would say that new technologies are no longer optional, and keeping up to date with new developments, is necessary knowledge to generate value from our profession.