This is the second article of a two-part series about managing the risks of doing business in Latin America. Last month's installment described Latin America as a region blessed with impressive worker productivity and natural resources, but also troubled by pockets of political and economic unrest. The article concluded that Latin America represents a fertile business frontier for equipment leasing and finance companies that are willing to manage risks proactively. It covered potential market entry risks and suggested strategies for reducing exposure. This month's article explores operational and exit-strategy risks to consider before expanding into Latin America. Risks are summarized in the Risk Map for Doing Business in Latin America (Table 1), published last month, which I developed based on experiences in the region. The map is intended as a checklist that outlines typical risks and management strategies. However, as every business is unique, companies should also attempt to identify additional risks and/or their own approaches.
Rafael Castillo-TrianaPart Two of a Two-Part Series
This is the second article of a two-part series about managing the risks of doing business in Latin America. Last month's installment described Latin America as a region blessed with impressive worker productivity and natural resources, but also troubled by pockets of political and economic unrest.
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An annual tradition continues as we present the responses to our Legalweek question. For 2026, it was "where are we with prompting"?
The volume and sophistication of work hitting law firm marketing departments is accelerating. That moves the burden from responding to being ready: ready with differentiated positioning, ready with competitive intelligence, ready to get a compelling pitch to the right client before a formal process even begins. That requires more sophisticated output, produced faster, by teams that are already stretched past capacity.
In categories where products are difficult to differentiate on performance, and that describes most of the AI industry today, customers do not choose on features, they choose on trust. Brand integrity, in those markets, is a material business asset.
The annals of copyright decisions could provide a reasonably representative catalog of what our culture has been up to over the past 200 years. A Feb. 3 decision from the Southern District of New York is a case in point. It involves a sex-trafficking conspiracy, Tweets attacking a troubled crypto firm, and a claimed transfer of copyright ownership through a restitution order in a criminal case, all over an undercurrent of competing First Amendment and victim-privacy concerns.
Matthew McConaughey secured eight federal trademark registrations covering his voice and iconic catchphrases in a novel legal strategy aimed at combating AI’s unauthorized use of his voice and likeness. The move signals an important evolution in the power dynamics between talent/brands and the companies providing generative AI tools.
