An interview with Nicolas Rozo Villarraga, General Counsel at UBITS in Colombia.
How would you describe the state of the GC Community in your region? How has it changed since you first moved in-house?
The General Counsel (GC) community in Latin America has undergone substantial growth in recent years, characterised by increased maturity and visibility. Upon transitioning into an in-house position, the role of the General Counsel was predominantly perceived as reactive, primarily concerned with compliance and risk mitigation.
In contrast, present-day GCs in the region are increasingly recognised as strategic business partners who contribute significantly to organisational growth, digital transformation, and governance.
There is now a marked increase in collaboration across various industries, along with greater receptivity to technology, including the integration of artificial intelligence for contract management and compliance purposes. Furthermore, there is an expanded focus on environmental, social, and governance (ESG) issues, as well as data protection. Consequently, the GC community has evolved into a professional environment where in-house counsel are expected not merely to function as support roles but to actively drive value and innovation within their organisations.
Why is expanding your network important to you? What kinds of connections or discussions would be most valuable to you?
Expanding my professional network is essential because the role of the General Counsel has evolved significantly; it now encompasses not only legal risk management but also the development of business strategy, the facilitation of growth, and the anticipation of disruptive forces that may reshape our industries.
To effectively fulfil this expanded mandate, it is imperative to engage in continuous learning from peers across various regions and sectors. I particularly value discussions that challenge the conventional understanding of the “traditional legal” role, such as:
– The innovative approaches General Counsel are employing to transform legal departments into hubs of innovation that leverage artificial intelligence, data analytics, and technology to enhance decision-making and yield measurable business outcomes.
– Real-world experiences in navigating complex regulatory landscapes, including matters related to AI governance, digital markets, and the evolving standards of Environmental, Social, and Governance (ESG) criteria.
– Conversations regarding the influence on corporate culture and the integration of ethics, diversity, and sustainability into the core operational framework of businesses, rather than relegating these issues to mere compliance checklists.
Networking should extend beyond the mere exchange of best practices; it must focus on the collaborative creation of new models for in-house leadership. I am particularly interested in connecting with leaders who are committed to challenging established norms and reimagining the legal function as a driver of competitive advantage in an increasingly dynamic global environment.
What do you want to achieve by collaborating with other GCs and senior in-house lawyers? Are there specific topics, challenges, or experiences you’d like to share or learn more about?
Collaboration among general counsels (GCs) and senior in-house lawyers presents a valuable opportunity to collectively shape the future of our profession.
Rather than addressing isolated legal challenges in a reactive manner, I seek to engage in discussions that enable us to anticipate and respond to the significant transformations that will impact our organisations in the next decade. I perceive considerable potential for collaboration in the following areas:
(i) Global Frameworks Development: It is imperative to work collaboratively in establishing global frameworks for AI governance, cybersecurity, and data privacy that are not merely reactive to regulatory demands. Such frameworks should proactively define ethical and operational standards for businesses.
(ii) Cultivating Trust: It is essential to share strategies whereby GCs can function as architects of trust. This entails ensuring that corporate culture, Environmental, Social, and Governance (ESG) practices, and ethics programs are integral to value creation, rather than being considered mere supplementary obligations.
(iii) Innovative Organisational Models: We should explore new organisational models in which the legal function is recognised not only as a guardian of compliance but also as a strategic driver of innovation, resilience, and competitive differentiation.
Through collaboration with fellow in-house leaders, I aspire to foster a community that does not merely react to external pressures but actively leads the discourse on what constitutes responsible, innovative, and future-ready corporate governance.
