Can you please give us an idea of the work your team has done recently?

Combining our day-to-day work and special projects with the introduction of new regulations in different sectors (labor and electric reforms), has challenged the way we do our jobs and reminded us of the importance of adaptability in our profession.

In September 2019 and August 2020, Industrias Peñoles closed international offerings for $1.1m combined. The notes, admitted to the Official List of the Irish Stock Exchange and traded on the Global Exchange Market of Euronext Dublin, were offered, and sold within the US to qualified institutional buyers under Rule 144A and outside the US in reliance of Regulation S. Being a debutant issuer in the international markets, this transaction was a challenge for the company, which gave the legal team a unique opportunity to learn and grow. Even though both issuances were similar in terms, the second was during the pandemic so the work dynamic was completely different. Working on special projects gives the team members an opportunity to work with different functions and gain exposure from a unique perspective. The issuances were a success, it closed smoothly, and the professionalism and capability of the legal team was recognised by other functions within the company, financial advisors, and outside counsel.

Does the team use any “legal tech” products, and do you find them a helpful management device?

Technology in the legal profession is helping legal teams manage their workload more efficiently and giving us visibility of additional metrics. The use of data visualisation and analytics tools has helped us create better alignments of our team with the business and decide where to direct our efficiency efforts. In the pandemic era, legal tech has become more important, and I foresee that we will spend more time and money expanding our tech infrastructure in the coming years.

We currently use different tools that help us manage our contract and casework. Such systems also have helped us to develop more efficient KPIs that enable us to make timely and effective decisions, while supporting the culture of accountability and flexibility we are continuously building.

Which recent changes have impacted the company and the team the most?

As we go into the third year of the pandemic, it is time to understand that the new work dynamic is not transitory but a new normal which is more complex, dynamic, and full of possibilities. The risk of loss of productivity, engagement and motivation should be managed by custom approaches depending on the company, function, role, and specific circumstances of everyone.

To make things more complex, we need to consider that the multi-generation law department is a reality and is already having an impact on the way we manage and lead our legal teams. With the arrival of new generations to the workplace, employers have been challenged to engage, motivate, develop, and retain high performing talent. Now, we have a more segmented way to view the workforce in legal departments, with four generations (Baby boomers, Gen X, Millennials and Gen Z) working together. Companies and law departments should capitalize this unique opportunity and embrace all the positive consequences of such new integration, such as diversity, more vocal teams, and a more inclusive culture. Finding effective and multi-generational communication, feedback, motivation, and reward systems are paramount for all law departments, while at the same time, procuring systems that offer every generation a chance to be productive and thrive within an organisation.