An interview with María Teresa Salazar de García, Global AML Program Manager at Millicom (Tigo) in El Salvador.
What qualities do you believe distinguish truly impactful leaders from good ones?
In my experience, what sets truly impactful leaders apart is their ability to align purpose with action, and human connection.
Good leaders guide and manage well. But truly impactful leaders inspire, they ignite purpose in others, not just performance. They lead with integrity and consistency, especially in the moments when no one is watching. Leadership is fundamentally human: it’s about empathy, listening deeply, and creating an environment where people feel seen, valued, and safe to innovate, and empowering others to bring their full selves and ideas forward. Impactful leaders don’t just focus on outcomes; they focus on people, inspiring them to believe in something bigger. They elevate others, open doors, and help individuals see strengths they may not yet recognise in themselves.
For me, leadership has never been about authority or just driving results, it’s about influence rooted in authenticity. They plant seeds of confidence, unlock potential, and leave lasting footprints on the culture and in people’s hearts. It’s about leaving people better than you found them and fostering a culture that continues to thrive long after you’ve moved on. I’ve always believed that leadership is not about the power you hold, but about the positive change you enable in people’s lives.
How do you balance the pressures of your role with personal wellbeing and resilience?
Working in AML and Compliance can be incredibly challenging and demanding, so balance for me is something I practice with intention and consistency every single day.
I’ve learned that resilience doesn’t come from pushing harder, it comes from knowing when to pause, breathe, and stay grounded, and in this case, clarity on priorities has been essential. When I’m clear on what truly matters, both at work and at home, I can choose my battles wisely and set healthier boundaries. I also pause when I need to. Take time even a few minutes for small resets throughout the day, like taking a deep breath, stepping outside for a few minutes or taking a mindful pause, help me return with clarity and purpose, and can completely transform the rest of my day.
What sustains me most is staying connected to the “why” behind the work and my purpose. When I remember the impact our work has, such as protecting organisations, strengthening integrity, and promote and shape ethical cultures, then the pressure becomes more meaningful and manageable.
And on a personal level, a tremendous source of resilience for me is my personal support system: my family! Beyond my professional role, I’m also a spouse and a mother of four boys, yes, four! That role has shaped my resilience more than anything. It has taught me that strength doesn’t come from doing everything alone. It comes from allowing yourself to be supported, embracing imperfection, and investing intentionally in the people and moments that restore you. My family grounds me, humbles me, motivates me, and they also remind me daily of what matters most, and of who I want to be, both as a professional leader and as a human being.
If you could change one perception about the in-house, AML profession, what would it be?
I would change the perception that in-house AML is a purely operational or reactive function. When done well, AML is deeply strategic, it is a cornerstone of organisational sustainability, trust, and long-term growth.
Our work extends far beyond reviewing alerts or complying with regulations. We help shape risk culture, anticipate vulnerabilities, influence leadership decisions, and support innovation that is responsible and ethical. AML professionals operate at the intersection of business, integrity, and human behavior.
I wish more people understood that a strong AML function is an enabler and a value creator for the business, not a cost centre. It protects reputation, reinforces long-term competitiveness, strengthens stakeholder confidence, and builds the foundation for sustainable innovation. Recognising AML as a strategic partner unlocks better collaboration, smarter decision-making, and a much stronger integrity culture across organisations.
What has been the most defining moment of your career as an AML lawyer so far?
One of the most defining moments of my career was leading, alongside an extraordinary team, the process to obtain the first E-Money Service Provider (SPDE) licence in El Salvador. It was both one of the most challenging and one of the most rewarding experiences of my professional journey.
There was no roadmap. The regulatory framework on financial inclusion was new and evolving, so we had to build everything from the ground up, governance, controls, risk assessments, cross-functional alignment, and a clear narrative for regulators. It demanded technical depth, creativity, perseverance, and unwavering collaboration between the different teams.
Achieving that licence wasn’t just a milestone; it was a testament to what can be accomplished when integrity, innovation, and teamwork come together. It showed me that AML was no longer a barrier, it’s an enabler of responsible growth, regulatory trust, and safe financial inclusion.
Personally, that moment also resonated deeply with me as a spouse and a mom. It reminded me that when you lead with purpose, work hard, and stay humbled and consistent, you can help open doors that didn’t exist before, and you can do it while still honouring the people and values that ground you.
