Team size: 15
Major legal advisers: Creel, García-Cuéllar, Aiza and Enríquez, S.C., González Calvillo, S.C., Mijares Angoitia Cortés Y Fuente, S.C., DLA Piper Martinez Beltran, Brigard Urrutia, Barros & Errázuriz

Could you share an example of a time when you came up with an innovation that improved how your legal team works and did not come at a large expense?

In a recent triple challenge faced by our legal team in the LATAM region, we encountered a series of obstacles that required creative problem solving and innovation without incurring additional expenses to our already reduced budget. First, we had to manage a reduction in our budget while still effectively managing daily business operations. Second, we were tasked with preparing a massive data site that would serve as a decision-making resource for potential investors interested in acquiring our entire operation, including the auto and financing business. The challenge here was managing the large volume of data and information while ensuring confidentiality; this task was assigned only to myself and not my team. Finally, we were also required to prepare all necessary documents and processes in case the sale of the business did not materialise, and a liquidation process was necessary.

To successfully address this triple challenge, I devised a strategic plan. I implemented areas of specialisation within my team, allowing each member to focus on their strengths and specialties. This division of roles not only created a more efficient workflow but also allowed us to leverage individual expertise effectively. To maintain a supervisory role on my part, I incorporated AI support to oversee the document creation and review process. This freed up valuable time for me to handle the sensitive aspects of the data site and settlement process. In conclusion, despite immense pressure and time constraints, our innovative approach which emphasised areas of expertise within the team and incorporated AI technology was successful.

Can you foresee any key developments to the way general counsel work over the next five years?

It is undeniable that AI will play a significant role in legal work, and it is crucial that legal teams proactively adopt this technology instead of waiting for its full implementation to address certain challenges that need to be addressed. A key challenge lies in effectively incorporating AI into the workflow while ensuring the continued learning and growth of younger lawyers. While AI can improve efficiency, there is a risk that younger lawyers will miss out on hands-on learning experiences. Another challenge is for experienced lawyers who may rely too much on AI without proper supervision. It is important to remember that AI should be seen as a tool to improve efficiency rather than a complete replacement for human expertise.

How do you prioritise diversity and inclusion within your legal department, and what initiatives have you implemented to foster a more inclusive and equitable work environment?

To foster a more inclusive and equitable workplace, we have launched several initiatives to improve our hiring practices and to create an open and welcoming environment for all. First, we view diversity and inclusion as proactive recruitment issues, going beyond simply measuring the current integration of diverse teams. We aim to break down barriers to entry and ensure equal opportunities for candidates from all backgrounds. We actively seek feedback from our team members, provide platforms for discussion on diversity and inclusion, and ensure that everyone feels heard and included.

Overall, our commitment to diversity and inclusion goes beyond simply measuring representation. We actively work to remove barriers and create an inclusive recruitment process.