How do you approach managing legal aspects during periods of instability or crises, and how does your legal strategy align with the broader business strategy to ensure the organisation’s resilience?   

The strategy of the legal department is completely aligned with the institutional strategy, not only because I directly participate in the process of defining the strategy or updating it annually, but also because some members of the legal department are part of the team that proposes and discusses the foundational blueprint for guiding the organisation toward achieving its objectives. Inside the organisation, each department has its own strategy, with objectives that develop the institutional goals at a more tactical level.   

Having said that, in managing legal aspects during periods of instability or crises, we use the institutional strategy as a compass to allocate resources and direct efforts. Moreover, we reach out to our stakeholders and learn about their concerns, we conduct assessments of the risks that could potentially affect the organisation and how the legal department is involved, and we set a well-defined course of action, setting priorities and clear information management communications.  

All the above allow us to contribute to the organisational adaptability and readiness to address demanding circumstances and bounce back from adverse developments. 

What are the main cases or transactions you have been involved in recently?   

I would highlight innovating our Contingency Credit Line with an enhanced version. Although this product was approved as a permitted operation for the international organisation, it was not used for a long time. Therefore, we made important adjustments to make it suitable for our member central banks, and that resulted in one of them applying for the approval of this line for up to US$250mn, application which was approved. As head of the legal team, I was involved from beginning to end in the design of the product, including the structuration and management of collaterals, negotiation of the agreements and, at the time of this interview, the renewal of this credit line. 

In your opinion, what are the main trends that are salient in your country currently (these can be legal, political, economy or business-based)?  

As the organisation’s reach is regional, with a global view, I would like to refer to a trend in the global financial sector. More specifically, to the role of the central banks in the payment systems and the efforts to enhance financial inclusion by providing accessible and faster payment methods. 

In this matter, multilateral financial institutions and local authorities have significant opportunities to collaborate with each other in addressing and overcoming challenges such as security concerns, regulatory compliance, interoperability, customer education, among others. And more importantly, to take advantage of the opportunity to promote an immediate payment system that may allow us to achieve the public policy goals aimed at broadening and deepening financial inclusion throughout the region.