Valeria is a distinguished corporate lawyer with over 15 years of experience. With a business-oriented mindset and valuable cross-border expertise, she excels in achieving challenging goals through her ambitious and results-driven approach.
Currently, Valeria holds the position of Regional Director at Consortium Legal, a leading firm in Central America. In this role, she oversees the administrative management of the firm, driving excellence in legal services, and adding value to her clients’ businesses.
Previously, she held prominent roles in major international companies, such as Regional Legal Counsel for Hewlett Packard (HP Inc), and Central America Legal Counsel for British American Tobacco (BAT).
Can you tell me about Consortium please?
Consortium is a full service Central American law firm. Right now, we are the largest firm in Central America. We have over 200 lawyers and offices in Guatemala, El Salvador, Honduras, Nicaragua and Costa Rica. We have eight offices across the five countries as we have more than one office in Costa Rica and Honduras.
The creation of Consortium Legal is quite fascinating. Emerging from the trade agreement between Central America and the US in 2005, when the global perspective began to perceive Central America as a cohesive unified region. In fact, our clients urged us to collaborate with our partners across various jurisdictions in the region. This collaborative effort allowed us to connect and recognize that regionalizing the firm was indeed the optimal path forward.
In 2005, we were unique among our competitors because we already had offices that had been operating for over 30 years. Competitors in the region have a different business model in which they have powerful home offices from which they expand into other jurisdictions. Our long-standing presence across the region is one of our strengths and differentiates us in the market.
As a full-service regional firm, Consortium operates under the structure of regional practice areas, each with its own strategic plan. Centrally, we assist these practice areas in executing various initiatives to enhance market position, develop business opportunities, retain top talent, and more. Each practice area team sets its own goals at the beginning of the year, and we work collaboratively to achieve these objectives.
One of the most interesting aspects of our regional structure is the interaction among lawyers from diverse jurisdictions. This collaboration creates synergies and strengthens team unity, enabling us to provide clients with a more holistic viewpoint derived from varied experiences. As we serve to regional clients, we can leverage insights and solutions from one market to benefit clients in other markets, thus creating a valuable learning curve.
What’s your role in the firm?
As the director of the regional project within our firm, my primary objective is to establish a consistent standard of service for all our clients across the region. To illustrate, I often liken our goal to that of Starbucks. Have you ever visited a Starbucks anywhere in the world? The ambiance, the taste of the coffee, the customer service—these elements tend to be uniform across locations. That’s precisely the level of consistency we strive for in our services.
In addition to overseeing this standardization initiative, my team and I spearhead various aspects of our operations, including marketing, business development, talent management, digital transformation and sustainability innovation. This dynamic role keeps me fully engaged in law firm management.
How do your in-house skills relate to law firm management?
I consider myself a results-driven generalist, and I’ve always relished being part of decision-making discussions. Prior to my current position, I gained extensive experience working as in-house for multinational corporations. I served as the General Counsel for Central America at British American Tobacco for six years before transitioning to a three-year tenure as General Counsel at HP. Based on my experience as General Counsel, I fully understand what corporate clients are looking for in a law firm. When Consortium saw this, they asked me to focus on improving our services for the clients. Since coming aboard in 2017, I’ve been dedicated to developing strategies that align with their expectations and expand our corporate clientele. It’s all about leveraging my background to ensure our clients receive top-notch service.
 What does your management style look like?
My management style is hands-off. I believe in granting employees the autonomy to work independently, providing guidance and resources to help them make their own decisions and take responsibility for their work. Given the complexity of our projects and roles, micromanagement is not feasible, my goal is to cultivate a culture of accountability and empower individuals to oversee their own workload. This approach creates a positive environment within the team.
You’ve been Regional Director there for seven years, what changes have you been able to implement in that in that time?
Over my seven years as Regional Director, I’ve led several transformative initiatives within our firm. One of the most notable changes has been our internal culture, which has undergone a significant shift towards becoming more client-centric. This transformation involved a comprehensive assessment of our existing culture and a firm commitment to prioritizing the needs of our clients in all aspects of our operations. It’s been a journey focused on instilling a mindset of continuous improvement, where client feedback serves as the cornerstone of our decision-making processes and shapes the evolution of our service offerings.
Embracing our unique firm structure, such as the Swiss verein model, has been another aspect of our journey. Rather than shying away from our differences, we’ve embraced them and turned them into strengths. This level of transparency has built trust both internally and externally. These efforts culminated in a major project – our rebranding. We aimed to showcase the evolution of our firm and our commitment to continuous improvement. We unveiled a new image that embodies the dynamism, power, and strength of our firm. Over the past years, we’ve dedicated ourselves to refining our strategic vision, understanding our clients’ needs, and grasping the essence of each team member’s DNA. This deep knowledge translates into the technical and human quality of our legal advice. Our desire to reflect this expertise and continuous improvement in our image underscores our commitment to providing legal services with the highest ethical and quality standards.
In addition to focusing on our clients, we’ve also taken strides in embracing environmental, social, and governance (ESG) initiatives. Sustainability is no longer just a buzzword; it’s become an integral part of our business strategy. This reflects not only our commitment to corporate responsibility but also our recognition of the evolving expectations of our stakeholders.
Overall, these changes have positioned us as a more agile, client-focused, and socially responsible firm. While it’s been a challenging journey, the progress we’ve made over the years has been truly rewarding, and I’m excited to see where the future takes us.
Was it difficult to get buy-in for these changes?
Getting buy-in for these changes required careful planning and disciplined execution. We developed a detailed plan, including a customer journey map, to guide us in understanding our clients’ needs and integrating their feedback into our processes. Once we had a clear strategy in place, it became easier to implement the changes and maintain momentum, as everyone understood the importance of these initiatives.
For example, our implementation of the Net Promoter Score (NPS) system allowed us to measure client satisfaction effectively. While initially, there might have been some apprehension about adopting such a system, the tangible benefits became evident over time. When a key client gave us a low score on their first feedback survey, it initially raised alarms. However, upon investigation, we discovered that it was actually a test of the system’s functionality, which ultimately demonstrated their confidence in our commitment to feedback and improvement. This story highlights the importance of communication and transparency throughout the change process. By demonstrating the effectiveness of our feedback mechanisms and our willingness to address concerns promptly, we were able to build trust and secure buy-in from our clients and stakeholders.
Where did you learn about law firm management and client service? Is it from being a client yourself or do you have training or read books or did a course?
My approach to law firm management and client service has been shaped by a combination of experiences, learning, and ongoing education. As a former General Counsel, I had the opportunity to engage with various law firms for different specialties and needs, providing valuable insight into different approaches to client service and management practices.
I’ve always had a passion for learning, so I’ve dedicated time to studying relevant literature, attending courses, and seeking guidance from experts in the field. Recognizing the importance of continuous improvement, I made it a priority to stay updated on industry trends, best practices, and innovative strategies.
Moreover, I’ve been fortunate to collaborate with consultants who specialize in law firm management and client service. Their expertise and guidance have been invaluable in shaping our firm’s approach and ensuring that we are constantly evolving to meet the changing needs of our clients and the legal landscape.
In essence, my approach to law firm management and client service is a culmination of personal experiences, continuous learning, and collaboration with industry experts, all aimed at delivering exceptional value to our clients and driving the success of our firm.
Why did you chose to get into law in the first place?
My journey into law was driven by a combination of innate traits and personal interests. From a young age, I was drawn to the art of argumentation and intelligent reasoning. Leading my high school debating team ignited a passion for advocacy and critical thinking that naturally led me to consider a career in law.
Interestingly, before embarking on my legal studies, I briefly considered pursuing a career in early childhood education. My love for children and the desire to positively influence young minds was a significant part of my identity then and continues to be as a devoted mother to my child.
Choosing to study law was a decision I’ve never regretted. Beyond the courtroom, legal training provides a broad spectrum of skills that are applicable in various roles and industries. Pursuing a master’s in business further enriched my skill set, preparing me for the multifaceted challenges of law firm management.
What I’ve come to appreciate is that being a lawyer doesn’t confine you to a specific practice area; rather, it equips you with the versatility to thrive in diverse roles.
 Do you come from a legal family?
Not really. While one grandparent and one of my mother’s brothers were lawyers, I didn’t have a close relationship with them. So, I wouldn’t say I come from a legal family. My decision to study law wasn’t influenced by family ties.
If you didn’t study law, would you have gone on to become a teacher?
It’s quite likely. Given my management style of providing guidance and tools for others to thrive rather than micromanaging, I believe I would have enjoyed teaching.
Presumably you are too busy to practise law these days?
Exactly, I don’t actively practice law these days due to my managerial responsibilities. However, my legal background enhances my ability to understand and address client needs efficiently. This was likely a factor considered by Consortium when entrusting me with this role. My legal expertise enables me to provide clients with the confidence that their concerns will be handled effectively and with the appropriate legal knowledge
What do you do in your spare time?
I have to say that I’m truly passionate about my work. I’m that kind of person who loves work. From my time at BAT and HP and now in Consortium I have always been a hard-working woman, and luckily, it’s something that I enjoy very much.
I’m an athlete. I like to run. Also, I don’t know if you have this sport in England, but here in Central America, we just started to play paddle and I like it very much.
Additionally, I cherish opportunities to travel and create lasting memories with my family. Supporting my children in their hobbies, particularly soccer, brings me immense joy and fulfilment. Weekends are often filled with exciting matches and quality family time. Overall, I strive to strike a balance between my professional endeavours and personal passions, ensuring a well-rounded and fulfilling life.
What are the best things about living and working in Costa Rica?
Living and working in Costa Rica brings about numerous benefits that contribute to a high quality of life. One standout feature is the country’s breathtaking natural beauty, characterized by lush landscapes and a pleasant climate. Despite being the most expensive country in Central America, Costa Rica is known for its safety and security, making it an ideal place for family life.
In terms of employment, Costa Rica boasts a skilled workforce and a thriving economy. The population is well-educated, with proficiency in English and expertise in various industries such as medical devices, traditional manufacturing, and services. Many multinational companies, including Amazon and Intel, have established operations in Costa Rica, drawn by the country’s favourable business environment and stable political and economic landscape. The recent announcement of the US utilizing Costa Rica for the development of technology further underscores the country’s attractiveness for foreign investment.Top of Form
Do you regularly travel to all the eight offices or are you relying more on technology?
Before the pandemic, I travelled to each of the offices. However, since COVID-19, I’ve shifted to relying more on technology. I conduct most of my meetings virtually using platforms like Teams. Although my schedule remains busy with numerous meetings, they’re all conducted remotely. I still travel for international events such as the IBA and M&A forums, as well as to visit international firms with whom we have strong ties.
 Is everyone back in the offices now or do you have a hybrid working system going still?
While everyone is back in the office, we’ve retained a hybrid working system. This isn’t due to COVID anymore, but rather aligns with our commitment to diversity and inclusion. We believe in giving people the flexibility to manage their work-life balance. Most offices allow employees to work from home two days a week, although flexibility varies. Our aim is to provide opportunities and tools for all our lawyers, both men and women, to achieve balance and take responsibility for their various roles.
 How diverse and inclusive is Consortium as a firm?
Diversity and inclusion hold significant importance at Consortium, extending beyond our internal dynamics to encompass our partners and clients. We acknowledge the growing significance of this topic, with clients seeking greater transparency and accountability concerning our efforts in this area. It’s essential for building trust and ensuring long-term success in today’s evolving legal landscape.
Regarding gender diversity, we’ve made substantial progress, with women comprising 53% of our organization. However, there’s still work to be done, particularly in advancing women to decision-making roles such as the Board of Directors and leadership positions within practice areas and committees. Currently, there’s a 60/40 split in these areas, but we’re striving for a more balanced representation of 50/50.
You mentioned the drive from clients, are they wanting your principles to align with theirs in terms of diversity and ESG, mirroring their own interests and policies, or are they just curious at this stage?
Clients are not merely inquiring out of curiosity; they genuinely seek alignment between our principles and theirs, particularly concerning diversity and ESG (Environmental, Social, and Governance) factors. Sustainability, for instance, was not a priority for our partners seven years ago, but it has now become a significant focus. We approach ESG from three dimensions: economic, social, and environmental.
In the economic dimension, we focus on conducting business responsibly and transparently, incorporating elements like innovation, technology, code of ethics, client service, and transparency through channels such as whistleblowing and digital transformation. The social dimension emphasizes the well-being of our employees, talent retention, career planning, and giving back to society through pro bono work.
Lastly, the environmental dimension addresses reducing our environmental footprint by minimizing electricity usage, paper consumption, and other resources. We’re actively working to decrease our environmental impact and have received recognition, such as the Bandera Azul (Blue Flag) in Central America, which provides consultancy and support to improve environmental practices.
With David Adams, Managing Editor, Top Ranked Legal
