Ricardo Cruz, Regional Legal Director at n1co in El Salvador, shares how operating at the centre of a major cross-border acquisition shaped his approach to legal leadership in fast-growing, regulated businesses.
What has been the most defining moment of your career as an in-house lawyer so far?
One of the most defining moments of my career was leading the legal workstream for the USD 125 million acquisition of Hugo Technologies by Delivery Hero SE (DHER). I coordinated all legal support across the transaction, including due diligence in six jurisdictions, the negotiation of term sheets and definitive documentation, and support through closing and post-closing integration. That experience shaped how I approach my current role as a GC: operating comfortably in complexity, balancing legal risk with commercial objectives, and supporting growth in regulated, fast-moving environments by acting as a strategic partner rather than a purely legal function.
In what ways do you see the role of the GC changing over the next 5–10 years?
The GC role is shifting from a reactive legal function to a core strategic role within the business. GCs will increasingly be expected to anticipate regulatory and operational risk, help shape products early, and support growth in highly regulated and fast-evolving environments. In parallel, legal tech and GenAI will reduce time spent on routine work, pushing GCs to focus more on judgment, strategy, and leadership at the executive and board level.
How do you foster innovation and agility within your legal team?
I focus on positioning legal as an enabler rather than a blocker. That starts with ensuring the team understands the business context behind each request and is empowered to propose solutions, not just identify risks. Standardisation, clear playbooks, and the thoughtful use of technology allow us to move quickly on recurring matters and stay agile while maintaining appropriate risk controls.
What qualities do you believe distinguish truly impactful GCs from good ones?
Impactful GCs combine strong legal judgment with commercial awareness and emotional intelligence. They are trusted advisors who can operate comfortably in ambiguity, communicate clearly, and influence decision-making across the organisation. Most importantly, they align legal strategy with the company’s long-term objectives, not just its immediate legal needs.
How do you balance the pressures of your role with personal wellbeing and resilience?
Resilience comes from prioritisation, perspective, and trust in the team. Not every issue is a crisis, even in high-pressure environments, and learning to differentiate between urgency and importance is key. Maintaining clear boundaries, staying connected to family, and building routines that support mental and physical health are essential to sustaining long-term performance in the role.
If you could change one perception about the in-house legal profession, what would it be?
I would change the perception that in-house legal teams slow businesses down. When embedded early and effectively, legal teams can be a competitive advantage – helping organisations move faster and more confidently by addressing risk proactively.
