How do you feel the pandemic has changed the world of work for in-house counsel and the function of the general counsel?
In Ecuador, the pandemic represented a challenge for all the organisations involved in insurance. It required in-house counsel to portray their highly innovative skills in terms of backing the right business structuring without losing the compliance culture, the stakeholders’ interest, and the insurance service to our internal and external clients. Also, the changes in the Ecuadorian legal system demanded a solid and efficient response to new requirements and standards in terms of labor, data Protection and e-commerce.
In what ways do you see the in-house legal role evolving in your region over the next few years?
Experiences in Chile, Colombia, Brazil, and Mexico show that skills like risk assessment, the implementation of contract chains management, data protection towards a global market, and an efficient expertise in economic, competition and financial laws as well as legal tech are highly valued by organisations and business. That is the way that in-house counsel should transition to maximise the reinforcement of their activities and the legal management in the organisation.
How important have ‘soft skills’ or personal attributes outside of technical legal skill been to the team’s success, and which ‘soft skills’ do you feel are most important for an in-house lawyer to possess?
In my experience, creativity, assertiveness, adaptation, and a problem-solving approach with teamwork are the soft skills that will contribute the most to an organisation’s success. In addition, abilities like negotiation, strategic and critical thinking are pivotal to ensure efficient legal management.
