We’re sharing an interview with our partner Rodrigo Albagli for Compliance Latam, in which he discussed his experience leading az and his vision for the evolution of the legal industry.
More than three decades ago, Rodrigo Albagli recognized that the Chilean legal market needed advice that was more executive-oriented, proactive, and in step with the pace of business. With that vision, he founded az, a firm that sought to break away from the traditional advisory model to become a strategic partner to its clients—one capable of understanding their industries, anticipating risks, and supporting them in their business decisions.
Since then, Albagli has led the firm’s evolution and the development of teams focused on delivering integrated solutions in areas such as corporate governance, mergers and acquisitions, venture capital, private equity, technology, artificial intelligence, data protection, and compliance.
As managing partner of az, his approach to the practice of law combines legal expertise with a strong business acumen. For Albagli, the law is not an end in itself, but a tool for making projects viable, protecting assets, and generating value. His pursuit of innovation and collaboration has also extended to the regional level with the creation of ComplianceLatam, a platform that connects firms, experts, and institutions from different countries to share knowledge and raise standards of corporate integrity in Latin America.
In this conversation, Rodrigo Albagli discusses the lessons learned from leading a firm through vastly different economic, regulatory, and technological cycles; the importance of building an adaptable organizational culture; the evolution of compliance from a formal obligation to a growth enabler; and the trends that will transform the legal industry in the future.
Starting a law firm 35 years ago was very different from doing so today. What market needs did you identify back then, and how did they shape az’s identity?
Thirty-five years ago, being a lawyer in Chile was a much more formalistic and reactive profession. Early on, I realized that the market required a service that was much more executive-oriented, proactive, and aligned with the pace demanded by business. That need shaped our identity: it required us to develop agility, a genuine closeness to decision-making, and a constant drive for innovation.
If you go back to the beginning of that journey, what was your vision for the firm you wanted to build?
When we founded az, the vision was to break the mold of traditional legal practice. I wanted to build a firm connected to the business world—one that wouldn’t just react to clients’ problems, but would be a strategic partner capable of understanding their business models, anticipating risks, and driving their growth. The goal was always to create a firm that was solid, innovative, and, above all, transformative.
Many people describe you as a lawyer with a business-oriented mindset rather than a traditional one. How did you develop that approach to the profession, and why do you think it’s key to understand the client’s business?
I realized early on that the law is not an end in itself, but a tool for making projects viable, generating value, and protecting assets. To provide impactful advice, it’s not enough to know what the law says; you have to understand the market, the operational risks, and the culture of the company you’re advising. If a lawyer doesn’t understand the logic behind their client’s business, they end up being a hindrance rather than a catalyst.
Leading a firm for more than three decades means navigating very different economic, regulatory, and technological cycles. What has been your most important lesson?
From my experience, I’ve learned that a company’s true resilience lies in its culture and its people—not just in its structure. Technological tools change and regulations become more complex, but if you have a team that’s aligned with a common purpose, adaptable, and eager to learn, the organization doesn’t just survive change—it leads it.
Looking back at your career, what moments have particularly shaped your leadership style and business decision-making?
The key moments have been crises and periods of technological and economic upheaval. Navigating periods of regional uncertainty taught me the importance of adapting, anticipating, and not merely reacting to change. However, the decision to professionalize the firm’s governance, delegate authority, and invest in disruptive projects—even when the traditional model remained comfortable—defined my leadership vision.
Culture of Innovation
At az, you’ve developed models such as azCompliance, azTech, and azMiami. Why did you decide to build a firm based on specialties that interact with one another?
Companies can no longer operate with siloed compliance departments, and neither can our clients’ challenges. A compliance issue cuts across technology, data privacy, management, and corporate governance. The creation of azCompliance, azTech, and azMiami was a response to the need to offer multidisciplinary and integrated solutions. These are not isolated areas, but rather a legal ecosystem aligned with the challenges of the digital and sustainable economy.
How important is innovation within a law firm, and how can it be made part of the organizational culture?
Innovation in the legal industry is no longer an optional differentiator; it is a strategic necessity. For it to cease being an isolated project, it must be integrated into day-to-day operations and performance evaluations. This is achieved by fostering an environment where curiosity is valued, the use of new technologies and digital tools is encouraged, and it is understood that innovating also means redesigning the way we communicate and add value for the client.
Building a firm and a regional network involves forming teams capable of upholding a shared vision. What qualities do you look for in az professionals, and how do you foster their development?
Technical excellence is a starting point. What really makes the difference is curiosity, the ability to understand the business, integrity, and how different departments interact with one another. At az, we foster their development by granting them autonomy early on, exposing them to complex projects, and fostering a culture of ongoing mentorship, where sound judgment and initiative play a key role.
The Evolution of Compliance and the Creation of ComplianceLatam
Years ago, compliance was viewed as a regulatory obligation. At what point did you realize it could become a strategic element for businesses?
I saw it clearly when international requirements for integrity, ESG, and governance began to directly influence companies’ valuations, their access to financing, and their brand reputations. Compliance ceased to be a mere legal “check-the-box” exercise and became a critical intangible asset. Companies with robust ethical and traceability standards are more competitive and attractive to the market.
Today you talk about compliance as an enabler of business growth. What does this paradigm shift entail?
It means leaving behind the “it can’t be done” mindset and asking ourselves how to do it in a sustainable and safe way. For organizations, integrity and risk management become a key differentiator. For legal advisors, it requires moving beyond the role of internal auditor and taking on the role of a strategic business partner, helping to protect the business’s long-term value while also facilitating its expansion.
Five years ago, you decided to launch ComplianceLatam. What need did you identify in the region that led you to launch this project?
I observed that Latin America faced very similar regulatory, ethical, and governance challenges, but that best practices and comparative experience were fragmented across different countries. There was a need for a regional, neutral, and collaborative platform that would connect experts, firms, and institutions to raise the standard of corporate compliance throughout the region. ComplianceLatam was founded on the conviction that business integrity must be a common language in Latin America.
Building a regional network involves bringing together leading firms from different countries. What was that process like, and what was the biggest challenge?
It wasn’t easy. I had to explain why it made sense to share experiences and knowledge among firms in different countries and demonstrate that a regional perspective could create value for everyone. In addition, many of the people I called were friends and colleagues I’d known for many years. That existing relationship was essential to presenting them with an idea that wasn’t yet fully developed and asking them to trust it. What began with a few conversations and phone calls gradually grew, and little by little, more firms came to understand the value of ComplianceLatam.
A Legacy of Collaboration and the Ability to Tackle Challenges
One of the concepts you’ve championed most is collaboration. Why do you think collaboration creates more value today than competition?
Because global and regional challenges are too complex to be addressed in isolation. No single firm or professional has all the answers. When you share best practices and technology, you amplify the capabilities of all teams. Collaboration accelerates learning, raises technical standards, and helps build a better-prepared and more transparent industry.
Looking ahead, what trends will transform the legal industry, compliance, and the way business is conducted in Latin America?
We will see three major pillars of transformation. First, technology and artificial intelligence. Operational processes will be automated, presenting new challenges in algorithmic governance and data protection. We will also see increasingly stringent ESG and anti-corruption requirements, which will necessitate real-time monitoring of supply chains. Finally, I would mention regional interconnectivity; the ability to operate across borders with uniform standards of ethics and compliance will be the minimum standard for doing business in the region.
After more than 35 years leading az and driving ComplianceLatam, what legacy would you like to leave behind?
I would like to leave behind a legal profession that is more closely connected to the real value of business—one that is deeply modern, ethical, and innovative. And on a regional level, I’d like to leave a legacy of having contributed, through ComplianceLatam, to consolidating a culture of corporate integrity that demonstrates that in Latin America, it is indeed possible to do business correctly, transparently, collaboratively, and to world-class international standards.
