In what ways do you see the in-house legal role evolving in your region over the next few years?

The change of paradigm has already begun. In-house lawyers’ role is evolving into managerial staff, as they are becoming critical players within the dynamics of business management. In-house lawyers play a leading role in the preventive aspect, analysing potential risks to the company’s business plan or decision-making when closing a transaction.

The scope of the role is changing; the position is less and less focused on specialisation and exclusivity in one specific area. One is expected to be more of a legal “all-rounder”, being able to work within all areas of law that may directly or indirectly affect the company. Effective communication, leadership and organisational skills, adaptability to new challenges, and productivity improvements are essential when moving in-house.

In-house lawyers will increasingly need in-depth knowledge of the company’s business plan, its strategy, and master management techniques to have exceptional communication skills to convey messages effectively and efficiently, as well as to manage indicators that show their value and contribution to the company.

Have any new laws, regulations or judicial decisions greatly impacted your company’s business or your legal practice?

Yes, constantly and on an ongoing basis. As legal head of two financial trusts of a public offering that are heavily regulated, I continually face regulatory changes or judicial decisions that directly or indirectly affect the company’s operation. Particularly the changes in AML and compliance regulations force us to implement regular reevaluation processes and continuous adaptation to internal policies and mechanisms of functioning.

As in-house lawyers, we play a vital role in ensuring that all regulatory or judicial changes have the least negative systemic impact on the company and in identifying any room for potential change and profitability.

If you had to give advice to an aspiring in-house lawyer or general counsel, what would it be and why?

First of all, I would suggest that they do not lose their curiosity and stop searching for the reasons behind any decision, policy, or internal procedure. Companies are systems of interrelated processes, and I am convinced that processes can always be improved (or need updating).

I would also suggest that they get out of their office and put all their efforts into becoming a true catalyst for all areas of the company.

We are prepared to be the counterweights in business decisions, which tends to put us in a position where we turn out to be the “hinderers” of new processes or decision adoption. On the other hand, and without prejudice to the fact that we are responsible for risk assessment, we try to get out of that role of denying progress, and we need to reformulate our way of thinking to evaluate the best way for the company to carry out what it intends to do.

Become friends with numbers! They are a decisive and fundamental element for decision making and are the main ground and support for any proposed suggestion or course of action.