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?

As an in-house counsel, managing instability requires an adaptable and proactive approach to our work. Typically, we would first conduct a comprehensive legal assessment and then, we would work with key stakeholders to understand business vulnerabilities and align legal priorities with critical business needs. Communication and collaboration is vital in times of crisis, as is staying ahead of evolving laws and regulations, ensuring the organization can pivot quickly. During times of uncertainty, the legal department acts as a risk mitigator but also, as a resilience enabler.

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

In the hospitality sector, several trends are significantly influencing legal work. These trends require a blend of proactive compliance, strategic risk management and most importantly, close alignment with business goals to navigate the industry effectively. I must highlight the following trends; technological Innovation and the increased use of technology, including AI. Data privacy and cybersecurity, increasing guest expectations for data privacy and rising cyber threats targeting personal data. The personalisation of the guest experience and shift towards the expectation of highly personalised guest experiences and loyalty program innovations. The geopolitical and economic environment, which means renegotiating contracts and managing cross-border legal risks are part of our daily routine, especially since our work is focused on Latin America and the Caribbean.

What strategic priorities are guiding your legal team into 2025?

As we look to 2025, we should be able to be creative and agile to proactively manage risks, support innovation and above all, to align with the company’s business goals.