Team size: 20 

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? 

Managing legal aspects during periods of instability or crises requires agility, innovation, and a deep alignment with the organisation’s strategic objectives. My approach is centred on three core principles. 

Proactive risk management is crucial in the IT services sector, which operates in a fast-evolving landscape. Identifying and prioritising risks such as regulatory changes, cybersecurity threats, and supply chain disruptions is essential. We collaborate closely with technical and operational teams to assess these risks and implement immediate and scalable mitigation strategies. 

Strategic business integration ensures that in-house counsel works closely with leadership to align legal actions with critical objectives, such as maintaining service continuity, safeguarding intellectual property, and meeting customer obligations in an increasingly overregulated environment. This alignment positions the legal function as a strategic enabler rather than a bottleneck. 

Building resilience in the tech industry is fundamentally anchored in adaptability and innovation. My focus is on developing flexible legal frameworks, including dynamic contract terms and scalable structures, to facilitate rapid pivots. Additionally, having a robust team with deep knowledge of business and contractual risks enables us to build and sustain resilience. 

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

In the last year, the IT services sector has been undergoing an unprecedented transformation, driven by new technologies such as Generative AI and the need for companies to adopt them to maintain competitiveness. I have had the opportunity to participate in large and complex outsourcing deals involving application and infrastructure services for major Spanish clients. 

Another significant transaction I have been involved in is the implementation of generative AI projects, both internally and for clients, alongside adapting to the ongoing regulatory changes in this area across Europe. 

Mergers and acquisitions have also remained a key focus, as at Inetum we are very active in our region, handling both large acquisitions and smaller, specialised company integrations. 

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

As General Counsel in a technology company, fostering a corporate culture that supports ESG principles requires embedding these values into the organisation’s core operations. This involves collaborating with leadership to integrate ESG goals into the business strategy, ensuring they are actionable and measurable. Raising awareness through targeted training programmes and clear policies ensures that ESG principles resonate across all levels, from consultants to executives. 

By leveraging technology and data analytics, we enhance transparency in ESG reporting and compliance monitoring. Accountability is key, and I emphasise aligning ESG initiatives with performance metrics, fostering a shared commitment to sustainability, ethical practices, and social impact. ESG and compliance are integral to everyone’s responsibilities within the organisation. 

What do you see as the major legal challenges for businesses in Spain over the next five years, and how are you preparing to address them?   

Over the next five years, businesses in Spain will face significant legal challenges, including adapting to evolving EU regulations on sustainability and digitalisation, managing increased scrutiny in data protection and AI ethics, and navigating the complexities of labour law reforms. 

To address these challenges, I focus on proactive compliance strategies, leveraging technology to streamline regulatory monitoring and ensure readiness for upcoming changes. Building strong relationships with regulators and industry bodies is also a priority to stay ahead of developments. Internally, I emphasise education and cross-functional collaboration to integrate legal risk management into business planning, ensuring the organisation remains agile and competitive.