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?

At the beginning of the pandemic, we had to adjust legal and operative processes and procedures to guarantee rapid, effective, and adjusted responses to internal and external clients; for example, accepting scanned KYC forms and attachments and eliminating physical approvals of documents, among others. The modifications of these processes and procedures did not imply a large expense and it meant adapting to the situation. While this innovation was as a result of an atypical situation, we keep those changes.

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

I believe the role of general counsel will develop over the next five years. Before the pandemic, the way legal work was done was face-to-face, mostly in physical formats and in place meetings.

After the last three years, and at least for the next five, the work of general counsel can be done worldwide, having the opportunity to work in other geographies that have similar law systems without in-person meetings. Physical corporate documents can be replaced by digital versions and easier meeting calls to comply with corporate regulations.

What are some of the main trends impacting the industry sector you work in Colombia?

The main trend impacting the industry sector is technology, specifically artificial intelligence and even ChatGPT.

Technology and artificial intelligence should be an ally to all industries and workers cannot pretend to deny or prohibit its use. Instead of opposing these types of changes, I believe it should be leveraged to improve legal work. As in everything, its use implies duties and responsibilities. When properly used, these tools can complement legal work.