Gonzalo Paredes, General Counsel at oEnergy SpA in Chile, shares his perspective on modern in-house leadership – from aligning legal with business speed to encouraging teams to challenge precedent when risk allows.
What has been the most defining moment of your career as an in-house lawyer so far?
My first in-house project settling big litigation was transformative. It showed me how legal risk interacts with commercial risk, and how both are shaped by organisational incentives, internal politics, communication gaps and other complex non-legal issues. I realised that disputes in corporate environments are rarely legal problems alone – they are multidimensional coordination challenges. Until then, I approached matters primarily as a deal or project lawyer. That experience taught me that effective communication, influence and stakeholder management are also key. It expanded my perspective and pushed me toward a more strategic, systems-oriented way of practicing.
In what ways do you see the role of the GC changing over the next 5–10 years?
GCs will gradually shift from chief lawyer to strategic partners. They will need understanding and fluency in behavioural science, economic incentives, and even data interpretation. Incredible amounts of data and information will become available, this will lead to standardisation, decreased transaction costs and faster business. Decision based risks and data management risks will become more important, and therefore the differentiator will be effective judgment and speed. Medium and large organisations will increasingly require GCs who operate internationally and who can translate information overload into strategic clarity.
How do you foster innovation and agility within your legal team?
I foster innovation by implementing or designing legal solutions that prioritise operational efficiency. I avoid legalese and encourage my team to challenge precedents for business to move faster when risk to do so is low. Delegation is central, not only to execute but for developing new ways of solving problems. Each year I lead at least one legal operations initiative. After digitalising everything and centralising knowledge, we are now focused in aligning our workflows with the processes of other business units. We manage high volumes of documents in an extremely regulated field, so innovation for us is about reducing friction and enabling the business to move quickly but confidently.
What qualities do you believe distinguish truly impactful GCs from good ones?
Impactful GCs are perceptive, present and attuned to how their organisations actually work. They think strategically, apply cost-benefit analysis and make prudent decisions. They are patient but intervene decisively. They make fair calls and know when not to act. Legally, they need excellent understanding of the most relevant contracts, regulations, governance and business relationships that underpin their organisations. Technical mastery matters, but what distinguishes them is judgement, emotional intelligence, a commitment to developing others and the ability to integrate legal insight efficiently into the broader strategic context.
How do you balance the pressures of your role with personal wellbeing and resilience?
I stay grounded through gratitude, meditation, and taking care of my mind and body. I try to lead from a place of service. A GC who is centred and breathing deeply makes better decisions, supports others more effectively, and contributes to a healthier organisation.
If you could change one perception about the in-house legal profession, what would it be?
I would change the perception that in-house lawyers are just legal professionals. They operate at the intersection of law, business, governance, and organisational behaviour. They translate complexity, balance firmness with flexibility, and help the organisation move forward safely and coherently. In that duality, they integrate legal insight to the operation rather than simply applying the law.
