In 2024, Maricell Silvestre, senior associate at the firm, had the pleasure of talking to Latin Counsel about her personal and professional motivations, as well as her work in the field of Family Business, an area in which we stand out as a pioneer. Below, we share the original interview:
Inspiring Women in Law: An Interview with Maricell Silvestre Rodríguez
Latin Counsel: Who is Maricell Silvestre and what inspired you to become a lawyer specialising in this branch of law and business?
Maricell Silvestre Rodríguez: I love the question, because depending on each of the stages of life I have lived through, I see that the answer can vary.
Having said this, I could then answer on this occasion that Maricell Silvestre Rodríguez is definitely a human being in constant evolution. What will never change: I am a woman, and I love being a woman, I am a daughter, a sister, a wife, a mother and a lawyer by profession and vocation. I am defined by my feelings, what inspires me, what moves me in directions of self-knowledge, growth and definitely my values and interests.
I understand that everything in life has an order, has rules and has a ‘must be’, and throughout my life, I have learned that none of this is static and definitely everything can change over time, but always, within a context. That context is defined by one’s own values. Early on in my law degree, I gravitated towards contractual relations and partnership dynamics. I was particularly interested in how groups of people are incorporated and managed in these structures, as there are always rules that guide their functioning, and determine to a large extent their ability to grow or stagnate. Seeing myself on this side of the road advising companies, especially family businesses, challenges me, because it is something alive, something in constant evolution.
I firmly believe in the need for well-established rules, and above all that can be executed independently of the mood of its main actors.
Therefore, my interest focused on understanding how family businesses work and how the family interacts within a company.
LC: What motivated you to study law and what advice would you give to the new generation of female lawyers starting their careers?
MSR: In my family there are no lawyers (there were no lawyers… is the correct expression, since after my decision to become one, we already have 2 sisters and a cousin), that is to say, it was not a quick or easy decision, however, I always knew I would be a lawyer. Law, like medicine and education, is a vocation.
I am passionate about being able to help life situations achieve clarity under the concept of legality, I like to develop the ability to argue, to see the same situation from multiple perspectives. For me, this is magic, and does not allow the blindness of subjectivism to take hold of me. Accompanying this vocation with theory and reading, I discovered that it is not simply a matter of saying ‘yes’ or ‘no’, it is about going further, about complementing with the ought to be, the rules and norms. I have always been adamant about doing the right thing. This combination of vocation and knowledge motivated me from the beginning, and I never hesitated to follow my path in the world of law.
My advice to the new generation of women lawyers is to never lose their essence. I firmly believe that every woman has a unique imprint. Often, we feel pressure to conform to a more masculine image in order to fit in, to ‘grow up’, to be selected, but I would argue against it. Discovering and embracing what makes us wonderful professional women is undoubtedly an added value.
In a legal and business world where the majority are men, it is essential to recognise our authenticity. Standing out from our professional perspective does not require masculinising our identity. Our way of being defines the mark we leave throughout our university career, internships and professional life.
LC: What are you most passionate about in your work, how do you find and maintain your personal and business motivations, and how do you communicate them to your team?
MSR: I am passionate about the fact that each case is unique and requires a ‘tailor-made suit’ – addressing emotions based on sound legal concepts.
The way in which each person performs positively or negatively affects the profession we choose. This, in turn, influences the whole team. Personally, I am characterised by my patience and analytical approach. I believe that this empathetic attitude towards others allows me to see situations from different perspectives and to understand realities.
One of the things that motivates me the most is the trust that clients place in me. When I sit in their shoes, I learn and gain critical insight that helps me to approach challenges successfully. Passing on knowledge goes beyond sharing information, and the truth is that this is a big challenge when there is a business or a family with NON-NEGOTIABLES; Because in those cases there are not many options, and there, in those moments is where I say we must ‘swallow that toad’ (as Brian Tracy mentions in his book) and tackle the seemingly impossible first. In this way, we turn obstacles into opportunities.
In my work, dealing with emotions is fundamental. It is not only about legal issues, but also about people’s emotions. For example, when that first generation asks the question of who to pass the torch to, but doesn’t feel confident to point to a successor, we have to find a balance. Safeguarding those emotions within a legal framework without compromising accountability is definitely an art.
LC: As a professional woman, what challenges have you encountered in terms of diversity and inclusion throughout your career and how have you overcome them?
MSR: From my reality, the first challenge arises when deciding what career to study, taking into account the roles that both the market and society demand of each particular profession. Then life moves on and right next to work is the personal aspect, which, without a doubt, in a profession such as law, the personal and work aspects are very close, and then the challenge becomes the opportunity to start a family. On many occasions, choosing one path implies renouncing others, in my case, the great challenge was to make both work, and I could say that it has worked, because both my career and my family are life vocations. Decisions have to be made, indeed, and, therefore, other options have to be given up. However, this renunciation is not permanent; rather, it is about focusing on specific stages and defining aspirations in a holistic way. Personally, I believe in balance and coherence.
Another important challenge is to occupy senior management positions. In many cases, these high impact positions are ‘reserved’ for men, and it is up to us to raise our hands, with the certainty that this position needs a person like us. It should be noted that nowadays more women occupy management positions, and this is no coincidence. I understand that our commitment, our dedication, our level of detail, our patience in dealing with cases and resolving situations has allowed us to move into these positions.
Challenges in our labour market can range from barriers of perception and stereotypes, to limited access to networks and opportunities. In all cases, I understand that the key to overcoming them is to prepare ourselves academically, create the habit, have the discipline of a job well done, stand out for what we do, develop resilience, practice self-affirmation and have a secure network of mutual support.
LC: What are Ulises Cabrera’s current policies in relation to gender equality and inclusion?
MSR: At Ulises Cabrera, inclusion is our motto. Our firm is mostly composed of women, especially in senior management positions.
At Ulises Cabrera, we give women from diverse social and ethnic backgrounds the opportunity to chart their career paths with us. More than 62% of our team in middle and senior positions are women. We are strong advocates of inclusion and diversity in the workplace as essential to the development of our country as a society.
Consequently, female leadership is prominent in various areas within the firm, spanning both legal and administrative departments. This is definitely inspiring!
LC: As a female professional leader, what roles do you play and how do you plan strategies for the future of the firm?
MSR: When joining a renowned firm with an outstanding track record, such as Ulises Cabrera, it is essential to bring something to the table. In my role as Senior Associate in the corporate and governance area, the roles are diverse, always aiming for sustainable growth. We always start with communicating the firm’s vision and mission, inspiring the team, identifying market niches and resource planning, collaborating with the creation of policies. Introducing new ideas and approaches to improve services, processes and overall office efficiency. Innovation is key to staying competitive in an ever-changing environment.
I firmly believe that we set an example to our internal staff, promoting professional and personal development through our behaviour and above all our actions. I would venture to say that from my position I can collaborate with senior management in the development of processes, customer acquisition and retention, and continuous analysis for market adaptation.
If we focus on the area of Family Business, without a doubt, what we do is to update a service that has been developed for years by our Founding Partner, Dr. Ulises Cabrera. His recognition and trust at national and international level has led family businesses and entrepreneurial families to turn to Ulises Cabrera for guidance, the elaboration of structures, or a simple talk on family and business management.
We are pleased that these family groups come to our office with questions ranging from ‘How are we going to solve this between my siblings? to ’How can we execute a Family Protocol? My current role focuses on organising and structuring this area, focusing on the execution of a well-designed family business structure. My objective is to conceptualise and take advantage of the knowledge acquired, the client’s trust, and all the experience learned, to offer legal and sustainable services and solutions from a business point of view, with the Ulises Cabrera seal.
LC: In terms of the family business practice, what strategies is the firm implementing?
MSR: Our strategy has always been focused on generating value. We build trust to the extent that our involvement in the family business brings solutions and generates value to the business, without neglecting the roles of the family. Sitting down with families to design solid organisational structures for their business often involves defining roles, establishing good governance policies, and above all ensuring that the business not only serves the family’s interest, but is also a sustainable source of employment for non-family related third parties who make up the operational engine of the business.
If I speak of strategy, I must necessarily point out that our eye is not limited to organisational or legal structure. With the support of specialised consultants, we analyse the family, we analyse jobs, job descriptions and salaries, and then we create a practical gear that connects legal and business aspects. Our aim is to move from theory to effective and sustainable execution. We seek to run the business as a family entity, identifying and mitigating risks to protect wealth.
Within this overall focus, there are several key strategies that can be equally effective, such as: redefining the company’s vision and mission, organisational restructuring, modernising technologies, developing new business areas, training and developing talent, strengthening family communication, optimising financial management, reviewing branding and marketing strategy, strengthening relationships with customers and partners, and implementing good corporate governance practices. All of these involve ‘plugging in’ so that once they have been defined, they can be implemented throughout the life of the company, which is intended to be passed on from generation to generation.
