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?

I believe that the best approach to legal management in an organisation is to maintain a high-performance legal team, with experience in the business and committed to ensuring the company is safe from sanctions and risks, in general. This becomes key when a context of crisis or instability occurs that does not allow the organisation to maintain business as usual and requires rapid adaptation to new market conditions.

The legal team must remain close and aligned with the goals set in the commercial strategy, sharing agile dynamics to improve the go-to-market. This allows the legal team to be integrated with the commercial and product teams, thereby protecting the commercial strategy and income of the organisation.

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?

Regarding emerging technologies, I reaffirm that the challenge that will have the most significant impact on the legal profession will be the application of artificial intelligence (AI). Many of the legal team’s tasks can be improved by AI, in some cases completely replacing the work of a lawyer. This should not be faced with fear but with a strategic perspective, refocusing the work of lawyers on tasks that provide greater value to the organisation and leaving repetitive and low-value tasks to AI engines.

Therefore, updating is key, and I believe that blended programmes can help close gaps in practical knowledge about new technologies and their application in various areas of work, including the legal profession.

In addition, the generational diversity in the legal teams and the formation of multidisciplinary teams allow for constant feedback and updating of new developments and practical applications in our activities. This strategy has allowed the Niubiz legal team to stay updated, obtaining notable results in both improving the team’s dedication to complex processes and dense negotiations, and in the automation of certain tasks that were not affected at any time.

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?

Niubiz has made a firm commitment to talent diversity, adopting inclusion initiatives in the recruitment processes, assigning business cases and recognition that have allowed us to generate a more inclusive environment in the organisation. This is not alien to the legal department, where we value not only the training and experience of the team, but also different aspects that can complement the value provided by the legal team to the business, product, operations and IT areas.

Today, the legal team, like Niubiz as a whole, has achieved a competitive advantage by implementing strategies based on diverse and multicultural talent to carry out highly complex operations in the payment ecosystem. We are very close to our customers who rely on a first-class payment systems provider capable of understanding the needs that may arise in different circumstances.