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

My team has been involved in M&A transactions and human resource transformation to tackle down the labour law reform, comply with the law and avoid penalties. This was a major project that involved almost eight months of hard work. After a great strategy, the company recovered a significant amount in cash from NAFTA, and that helped to cover some yearly overheads. Recently, we launched an initiative throughout Latin America in order to implement digital signatures and a legal hub for all services. Also, we support the business during the transition on two major e-commerce platforms as well as the implantation of our own pet adoption app and our mainstream website to sell and recommend the best options on veterinary physicians.

What do you think are the biggest risks facing your industry at the moment and how are you preparing your company and team to face these risks?

Lack of variety is an issue. Pet owners are looking for more specialised and varied options for their pets, particularly in pet food. Some pets have special, health-related dietary needs and require specialised products. A large share of pet owners are seeking variety in options and flavours of pet food.

Linked to this, the demographics of pet owners are changing, and they are increasingly humanising their pets, using the same standards in caring for them as they would for human family members. These consumers are also concerned with the nutritional and dietary implications of products, so they are interested in reading labels, and understanding the products and sources of raw materials that make up pet food. Therefore, we are evolving to provide new formulas, as consumers are demanding healthier options overall.

Also, consumers often purchase pet food and supplies via online channels. After Covid, we are facing a new era of consumers, therefore it is imperative that stores provide expert service and leverage the in-person experience to remain competitive. That is why we are investing in the future of this transactional market, with new players involved in making better and friendly ways to purchase our products.

As we enter the next decade, what skills will a corporate legal team need to succeed in the modern in-house industry?

An in-house lawyer adds the most value by bringing their judgement to bear on what is the most appropriate decision-making process for a decision. The in-house lawyer is obliged to help with their company’s decisions, provide adequate information and deliberation to reach the best possible solution. In order to accomplish this, my perception is that we need to invest in creativity and suggest more ideas rather than only follow answers by the book.

The next generation of in-house counsel must learn how to think in different ways, however, not simply approaching any problems linearly; this will help their companies to potential innovation effectively. They must also understand the importance of collaborations with other stakeholders who process information differently, this will enrich our business decisions and will make us more business driven rather than just be on the “legal side.”