Team size:   Three 

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?  

To handle legal situations during periods of instability or crisis, it is very important not to lose sight of both our vision as a Legal Department and our Mission as a company. These two elements are our compass and help us not to lose our guide. 

It is important to maintain a positive attitude, not to let morale fall within the team. It is a time to develop creativity and look for ways to do things differently. I am of the idea that periods of crisis are also periods of opportunity. 

As professionals, we must always focus on our objectives and deliver the expected results, always with excellence, but also with a realistic view of what can be achieved. Like everything in life, it is a matter of maintaining a balance. 

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

Recently, I have focused on the strategy to be able to commercialise our products in Cuba. We have worked closely with the trade compliance team to obtain the authorisations from the United States Government that allow us to sell our products on the island through a distributor. In the same way, we have worked on the creation of the internal compliance program to be able to comply with the different laws that regulate the commercialisation of products in sanctioned countries. 

On other fronts, we have launched a series of strategies aimed at the integration and merger of legal entities, which will allow us to obtain efficiencies. This project has various complexities as it involves the closure of a company and the transfer of all its assets and liabilities to another. 

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

At Medtronic, we have a social responsibility committee, which is led by a member of the corporate Legal Team. This committee is responsible for coordinating various activities and projects aimed at implementing concrete actions that help Medtronic proactively contribute to society. The way a general counsel promotes ESG principles is by showing interest, encouraging employee participation in the activities organised by the company, dedicating time to talk about the topic, and leading by example to show that he cares about ESG. 

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?  

In the Legal Department, we have a project called: Better Call us Diversity, focused on promoting diversity and inclusion in Law Firms. 

This initiative involves the commitment of the Law Firms that work with us to transition to a more inclusive environment, incorporating various practices that promote a more inclusive work culture through the adoption of various policies and procedures. 

As a company, we accompany the Firm in the development of these initiatives and together we have organised events and shared good practices. 

This initiative has received various local and international recognitions. 

How do you manage and motivate your legal team to ensure high performance and professional growth?  

At Medtronic, we have a culture of meritocracy, where people are rewarded based on their personal achievements. It is important for the team members to have SMART goals and for there to be follow-up throughout the year on their fulfillment, so that at the end of the year, there is a performance conversation where there are elements to provide objective feedback to the employee. 

Employees with outstanding performance are rewarded differently, merit increases and bonuses are adjusted based on the employee’s rating. 

This is a way to encourage excellence while motivating the team and keeping morale high.