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 transformed interpersonal relationships, business management, accelerated the implementation of new business models and strengthened the use of technologies, which have become indispensable tools for organizations. For the in-house legal team, the main changes have been several. In order to supply adequate assistance, in-depth knowledge had to be reinforced for the preservation of the various actors’ interests. Technological tools had to be employed to allow effective communication and efficiency. Other important criteria concerned the strengthening of soft skills such as ambiguity management and resilience.
What are the most significant cases or transactions that your legal team has recently been involved in?
There have been numerous cases. To mention a few, a favourable ruling in a judicial case against the Comptroller General of the State, for approximately US$3.5m. Another favourable ruling was before the first level judge; an appeal in a constitutional action lawsuit filed against a group company which generated a risk of approximately US$D70 m.
In what ways do you see the in-house legal role evolving in your region over the next few years?
The in-house lawyer will undoubtedly strengthen its position as a strategic partner of the business, which implies that it will acquire a much broader and deeper understanding of financial, commercial, and operational matters, and in general of different areas of the business and the dynamics of the company in the market. A lawyer who does not know the particularities of the business will not be conceivable, because this prevents them from providing the best advice to internal clients and limits teamwork. Likewise, in-house counsel must adapt to new technologies. Finally, legal teams, in addition to strengthening their technical aspect, should increase training programs in soft skills that allow them to have professionals with comprehensive training.
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?
Soft skills are fundamental to success at every level. They help deal with the complexities of the business in an appropriate manner, cope with different scenarios, provide adaptability and build confidence. They facilitate the exercise of effective leadership in relation to what the organization requires and enable the alignment of the team to the values and principles of the group. A top-notch and high-performance in-house lawyer must have not only technical acknowledge but also be soft skilled. Among others, I consider soft skills analytical thinking and problem solving, negotiation, resilience, adaptability as well as managerial courage. Furthermore, consistent adaptive learning must be equally considered.
