How do you approach managing legal aspects during periods of instability or crises, and how does your legal strategy align with the broader business strategy to ensure the organisation’s resilience?   

During periods of instability or crisis, as a leader, I adjust my leadership style from, for example, democratic or affiliative to pacesetting or authoritative, depending on the severity of the crisis.  Our legal strategy is aligned with our company’s business strategy, based on the attributes and distinctive capabilities that contribute to our sustained competitive advantages. Our in-house department’s strategy, structure and skills need to be flexible enough to adapt and overcome threats to our business strategy, ensuring the organisation’s resilience. 

What are the main cases or transactions you have been involved in recently?   

A few months ago, I led the legal efforts and a team of attorneys to successfully execute a significant acquisition in Spain aimed at expanding our market presence in Europe and increasing our production of high-end ceramic tiles. By smoothly completing the closing of this transaction, we showcased our ability to handle legal complexities in cross-border settings. 

In your opinion, what are the main trends that are salient in your country currently (these can be legal, political, economy or business-based)?   

Recently, in Mexico, presidential and mid-term elections were held, and as a result, reforms and policies may be set in place soon, including a judicial reform.  Additionally, over the last years we have experienced an increase in foreign investment in Mexico due to nearshoring, among other factors, that may contribute to a review of the current terms and conditions of the USMCA (United States-Mexico-Canada Trade Agreement). I also expect that trends in digital transformation will continue to be of relevance, along with efforts to promote more sustainable business practices and the use of renewable energy sources.