Team Size: 6

What are the projects that you are most proud of working on over the past 12 months?

In these last 12 months, I was part of the closing of the sale of Liberty Seguros to the Talanx Group. This was one of the most challenging projects, including achievements such as the change of the shareholder, the construction of a new Board, directing various processes and learning from M&A.

The change of brand and name of the company was led not only by managing all the regulatory changes that this entailed but also by accompanying different teams so that the changes were reflected in the market in record time.

With the new structure of the legal team, Compliance and Internal Audit were included. My team increased the number of employees from 2 to 6 people. Although it is not a large team, leading people always presents a challenge. Knowing them, understanding their differences, and creating a culture of teamwork was the first objective.

Finally, we have achieved its consolidation in the company, changing the perception of the control areas and becoming true business partners.

There were several months of challenges and learning, but I maintain the feeling of a duty accomplished. This year, I move forward, ready to face the new challenges that this profession brings us.

How do you approach managing legal aspects during periods of instability or crisis to ensure the organisation’s resilience?

I believe that having the support and resilience of all employees requires true commitment.

Although legal aspects are not always the most popular, it is important that people understand their relevance—not only because regulatory issues must be met but also because they help us to be more organised and efficient in our processes.

When you keep your team motivated, in a good work environment where they are clear about their objectives and the relevance of their work in the organisation, the result is that everyone works as a team, ensuring that the correct work is done.

What do you think are the most important attributes for a modern in-house counsel to possess?

In this digital era, in which organisations need quick responses, a modern in-house advisor must have the ability to analyse and understand the business, allowing them to provide comprehensive responses.

A modern in-house advisor must learn every day, staying updated not only with regulations but also with new ways of working, adapting to changes, and being a support for decision-making.

How can general counsel foster a corporate culture that supports ESG principles and compliance across all levels of the organisation?

As part of a wider community, companies have evolved and now consider not only their profitability—although this remains their main objective—but also their contribution to different causes, whether social, environmental, or others.

An organisation can change the lives of many people, not just its employees. That is why I am convinced that this contribution can help to create a positive impact.

Lawyers can be part of this culture of change by ensuring that regulations are complied with and that the organisation remains up to date. They can also achieve this by creating internal policies that reflect the organisation’s commitment to ESG principles and by leading training and awareness campaigns.