Could you share an example of a time when you came up with an innovation that improved how your legal team works and did not come at a large expense?

In 2022 I structured a competition law risk mitigation tool that allowed the company to assess the business risk of competition law in the country. This tool was built with several questions that the selected business managers had to complete; the tool once completed allows for a heat map output. The tool focused on external and internal competition risks, such as the pharmaceutical regulatory environment, competition enforcement risk, information exchange, discounts and rebates, tendering, and pricing, among others. This tool was developed in-house with a local IT tool, meaning it is both inexpensive and user friendly. This tool has been used by global legal as a reference and best practice and it was later used by many lawyers in emerging markets. I received a corporate global award for this development.

Can you foresee any key developments to the way general counsel work over the next five years?

I foresee that resources will be restricted, and the legal department personnel will be reduced due to synergy and cost-efficiency. For this reason, I believe that current general counsel should focus on becoming strategic legal partners and subject matter experts, who focus on what matters most to the business and what has the most affect. For example, risk mitigation, awareness of relevant issues, and an understanding of the business model, so that the company can take calculated risks while remaining in compliance with the law and regulations.

What steps do you take to ensure the successful integration and adoption of new technologies among your team members?

Currently, as the speed of business is higher and internal stakeholders expect quick but quality responses, it is necessary to embrace technology and new ways of working. In my company, in the legal department, we are using bot channels with predefined answers, platforms with automated processes for contracting, and collaborative spaces, among others. I strongly believe that we will see more of the legal department’s operational tasks being performed by an outsourced service or by some form of AI.

What challenges have you encountered in implementing effective risk management practices, and how have you overcome them?

I believe that implementing an effective risk management culture is difficult in any organisation, in multinational companies like mine there are too many policies and governance, which can be a big challenge for the company to identify, assess and develop a mitigation plan to manage risk. In my case, a concrete example I did to overcome this challenge was the implementation of the competition law risk mitigation tool, which made it easier for the business to understand the risks and make calculated decisions.

What is a cause, business-related or otherwise, you are passionate about, and why?

I am passionate about working for my company and in the pharmaceutical industry, this organisation really influences the lives of millions of patients with innovative medicines, that will change not only the lives of others but also our own. As a mother and a family member I am passionate about what I do because I strongly believe that with my work, I contribute to this innovation that can change the quality of health not only for me and the people I care about, but also for the entire population who are struggling with ill health.