“An impactful GC does not merely identify risks; they adeptly articulate the calculated risk that is necessary to pursue business objectives.”

An interview with Maria Gabriela Alvarez de la Fuente, Chief Legal Marketing & Innovation Counsel, LATAM at Colgate-Palmolive in Mexico.

What has been the most defining moment of your career as an in-house lawyer so far?

Each company where I have served as General Counsel has presented its unique set of challenges, all of which I have thoroughly enjoyed.

My career trajectory spans several companies, providing me with diverse experiences. My 12 years as the GC of BASF in Argentina were particularly formative. I was quite young, and it was super challenging to manage all legal and compliance matters for a company with vastly different business units (agrochemicals, paints, polyurethanes, chemicals, etc.) and each essentially operating as a distinct entity. I led numerous M&A and divestiture transactions, managed a large litigation portfolio, and was instrumental in establishing the compliance area from its very early stages. Additionally, I spearheaded several key M&A and divestiture operations across the Southern Cone.

Later, I moved to adidas as Legal and Compliance Director. This marked my first exposure to the mass consumer goods sector, which necessitated a complete shift in my legal approach. It was a marvellous experience – learning the dynamics of a sports company, working on agreements with major football leagues and players, among other exciting projects.

For the last 10 years, I have been with Colgate Palmolive. Initially, I served as a generalist, a Regional Senior Legal Counsel for the Southern Cone (Argentina, Chile, Uruguay, and Paraguay). Five years ago, I relocated to Mexico, transitioning into a specialist role focused on providing legal support for marketing and innovation across all Latin American countries.

Undoubtedly, the greatest challenge was the expatriate move from Argentina to Mexico. Beyond the professional shift from a generalist to a specialist function, it was a significant personal and family transition. Moving the family, adapting to a new country, and embracing a different culture has been a marvellous and mind-changing experience.

In what ways do you see the role of the GC changing over the next 5–10 years?

I believe GCs must continuously evolve to become more than just business partners – we must be an integral part of the business itself. The coming years will bring an even greater increase in the use of AI. It will be crucial for GCs to ensure both they and their teams are trained to leverage AI to deliver contributions with greater speed and precision.

Alongside AI, key areas of focus will be data privacy and sustainability. We must be highly informed and proactively develop our expertise in these critical topics. We also need to adapt our leadership styles, fostering a reciprocal learning environment with the new generations joining the workforce.

The GC will emerge as the key steward and facilitator of the company’s Environmental, Social, and Governance (ESG) strategy, directly influencing board-level decisions and investor relations. I envision the GC position as a core driver of corporate purpose and long-term shareholder value.

How do you foster innovation and agility within your legal team?

I constantly seek opportunities to innovate within my function. This involves two primary approaches: first, by increasing the application of AI, and second, by finding creative and approachable ways to engage our internal clients. Examples include developing training sessions that are fun, interactive, and innovative; consistently using Key Performance Indicators (KPIs) to measure our work and quantifiable contribution; and ensuring we are involved in projects from the initial stages to provide our best advice from the very beginning.

What qualities do you believe distinguish truly impactful GCs from good ones?

Beyond the necessary professional and technical competencies, the truly impactful GC is distinguished by key soft skills: leadership, empathy, effective communication, practicality, risk tolerance, and thinking outside the box. The legal department is responsible for setting the tone for ethical culture, not just through enforcing rules, but by championing transparency, diversity, and inclusion across the corporation.

An impactful GC does not merely identify risks; they adeptly articulate the calculated risk that is necessary to pursue business objectives. Furthermore, the ability to not only master legal code but also to deeply understand the underlying business model, the competitor landscape, and emerging technology is vitally important. Crucially, the skill to effectively communicate the same complex legal issue to vastly different audiences is key.

How do you balance the pressures of your role with personal well-being and resilience?

This balancing act has been particularly challenging in recent times. The immediacy of our modern daily lives has permeated the workplace, creating a constant demand where everything seems to be needed “for yesterday.”

A core strategy is recognising that trying to handle everything personally is a direct path to burnout. It is crucial to develop a culture where team members are empowered and trusted to make final decisions on certain risk levels. This demonstrates trust in the team and effectively scales the legal function’s capacity.

One personal element that has truly helped me, particularly since moving to Mexico, is my engagement with yoga. It not only offers physical benefits but also enforces a much-needed mental pause, allowing me to be more present in my day-to-day life. I have found it so beneficial that I am currently pursuing a yoga teaching certification.

If you could change one perception about the in-house legal profession, what would it be?

I would love for legal to always, and without exception, be perceived as an integral part of the business and a key team member essential for conducting business sustainably and in full compliance with legislation. We need to actively shift the perception of legal from a cost centre into a value accelerator and a competitive advantage. Legal should be seen as a strategic partner and a business innovator, not merely as the legal expert, but as a holistic risk architect.