How do you approach managing legal issues during periods of instability or crisis, and how does your legal strategy align with the broader business strategy to ensure organisational resilience?

In the legal area, I constantly encounter periods of instability or crisis with a proactive outlook and a focus on prior planning. I strive to adapt to the changes in legislation and regulations that arise during these situations. Considering this, some of the actions I undertake include conducting an annual assessment of the legal and regulatory risks that may arise during various types of crises, identifying and prioritising these risks based on their impact on the organisation, and implementing contingency actions.

Secondly, I work to ensure that the company continues to comply with the applicable regulatory framework through clear protocols to manage regulatory changes that may arise due to the crisis. I also maintain assertive communication with the different business areas and stakeholders, providing accurate and timely information on the legal aspects related to the crisis.

Furthermore, I actively participate with different unions linked to the retail industry, anticipating legislative modifications, environmental problems, political positions, and social risks.

What emerging technologies do you think will have the most significant impact on the legal profession in the near future and how do you stay up to date on these developments?

There are four emerging technologies that are of particular interest in the legal profession. These include AI and Automation, Blockchain, Cybersecurity, and LegalTech. I stay abreast of these developments by exploring legaltech tools and conducting pilot tests, such as Webdox and Chatbot, among others. I also participate in workshops and technological forums, such as the data committee Intercorp. Third, I prioritise collaborating closely with colleagues and technology professionals to exchange knowledge and experiences. Finally, I actively participate in international conferences on trends in legal technology.

Can you tell us about a particularly challenging M&A dispute or scenario you encountered and the innovative strategies you implemented to address it?

In 2021, due to the constant growth of the food retail business of Supermercados Peruanos in recent years, driven by a successful multi-format strategy that included Plaza Vea and Vivanda, Makro and Mass, the need arose to maximise the benefits for each of the formats by granting them autonomy and treating them as independent units. To carry out this initiative, a corporate reorganisation project was implemented, through which the company transferred business units and specific formats to new companies.

This process involved complex procedures that required the involvement of more than eight specialties and teams. Various strategies were implemented from the planning phase to integration. This started with developing a robust strategy that supports the objectives and guides decision-making throughout the entire project and post-implementation phase. Followed by proactively identifying and managing legal, financial, and operational risks in each phase of the process, including both potential risks and key opportunities. We had to develop a detailed plan for the integration of operations, technologies, and personnel; as well as maintain daily progress monitoring and adjust as necessary, supported by platforms such as Power BI, Webdox, and Worldox. As part of the process a multidisciplinary team was formed led by legal experts that addresses all critical areas comprehensively.

Furthermore, it was important to evaluate the organisational culture and cultural differences between the new companies. We co-ordinated with legal experts to effectively address legal and regulatory issues, such as corporate, tax, or municipal law, among others. And finally, integrated the prior analysis of public entities into decision-making if their authorisation is required.