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? 

Our legal strategy must necessarily be aligned with our business strategy and priorities, as well as the key focus areas for our executive leadership and the current reality. Our contracts and the focus of our negotiations shift over time as the strategic direction of our company evolves. For example, we might need to adjust both our form agreements for future contracts or renegotiate existing long-term agreements to realign with company strategy and priorities. 

My approach in times of crisis does not vary from my approach at any other time. It is paramount to understand our company strategy and long-term plans, our willingness to take risks, and the realities of our operations. My legal advice at any time, and the support of my team, should always align with this. 

In your opinion, what are the main trends affecting your work now ? 

Legal work is necessarily affected by the realities of the business, the industry, and the region. At this time, the telecommunications industry across Latin America is going through a cycle of consolidation, capital expenditure constraints, and currency volatility, among other challenges. These trends affect how we assess the business, evaluate risk, and implement our operations across the region. 

What strategic priorities are guiding your legal team into 2025? 

We are aligned with the stated company priorities of centralising and improving processes across our region, driving legal operational excellence, and transforming our assets.