Jorge Castillo, Chief Legal Officer & Customer Relations at Toyota Motors, has built an unusual career path in the legal world: one where the legal aspect is not separate from the customer relationship, but rather integrated as a central part of the experience. His vision—shaped by the Japanese concept of Omotenashi and a broad understanding of the mobility business—reflects how the legal function is evolving toward a more strategic role, closer to the customer and with a direct impact on reputation and business.

From legal technique to customer experience

Some career paths don’t result from a single turning point, but rather from a coherent accumulation of experiences. In Jorge Castillo’s case, this interplay between the legal profession and the client has been present from the beginning. His time at the Bogotá Chamber of Commerce and later in the insurance sector allowed him to develop a constant relationship with clients, something that, as he explains, “always came naturally.”

But there is a moment that reconfigures his understanding of the role. The discovery of Omotenashi—Japanese hospitality based on anticipation and extreme attention to detail—introduces a different logic: it is not enough to respond correctly, one must prepare each interaction as if it were unique.

From there, this concept is applied to legal work. Meetings are designed with comprehensive information, identified risks, and anticipated scenarios. It’s not just about advising, but about building an experience where the client perceives clarity, rigor, and foresight. Even in situations of dissatisfaction, the focus is on ensuring the client understands that everything possible is being done to resolve their problem, thus reinforcing trust.

From automotive to mobility: a change that redefines the legal role

The current industry context necessitates a thorough review of the lawyer’s role. Castillo puts it clearly: the business is no longer automotive, but mobility. And this conceptual shift has direct implications for the legal function.

New forms of mobility, electrification, and digital platforms not only introduce different regulations but also new customer expectations. “The aspiration is completely different today,” he notes, pointing to a generational shift that is transforming the relationship with the vehicle.

In this scenario, the legal department can no longer limit itself to interpreting regulations. It needs to be involved in business transformation, anticipate scenarios, and participate in strategic planning. Hence a central idea in their discourse: the in-house lawyer evolves from a “risk controller” to a “facilitator of responsible innovation.” This role demands a deep understanding of the business and proactive action in uncertain environments.

When Legal connects with Customer Relations

The integration between Legal and Customer Relations, uncommon in many organizations, becomes one of the keys to their model. Far from being a forced structure, it allows the legal department to intervene at much earlier stages of the customer experience.

This means that lawyers must stop operating solely from the perspective of conflict. To anticipate problems, they need to understand the product, the critical points in the client journey, and potential pain points. Knowing which parts wear out, how much they cost, or when dissatisfaction might arise ceases to be merely incidental and becomes strategic knowledge.

The impact is direct: customer frustration is reduced, conflicts are resolved more quickly, and solutions are communicated transparently. As a result, legal and reputational costs decrease. But above all, the perception of the legal department changes, transforming it into a key player in building trust.

The transition from lawyer to business partner

This repositioning doesn’t happen immediately. Castillo describes it as a progressive process, where learning the business is as important as technical mastery of the law. “It’s not a title you simply display,” he says, “but a journey that requires understanding the organization in all its dimensions.”

In his case, this process is accelerated thanks to the influence of his mentor, who involves him in broader discussions, beyond the strictly legal sphere. It is in this space that the lawyer begins to contribute value beyond legal analysis.

Consolidation occurs when the legal department is no longer perceived as a filter. At that point, it becomes a business partner. But to achieve this, it is essential to speak the organization’s language, understand the risks holistically, and, above all, propose viable solutions that support decision-making.

Leading through trust and integration

Managing cross-functional areas requires a leadership style that combines technical expertise with approachability. Castillo advocates for a logic based on trust and mutual learning. “We can all be teachers or learners,” he points out, emphasizing the importance of recognizing the value of each team member regardless of their hierarchical position.

Their leadership model emphasizes integration: building teams with an open mindset toward the business and the customer, and fostering trust with other areas of the organization. Consistency in messaging is key: legal matters are not an obstacle, but an enabler.

In addition, there is an essential element: leading by example. Demonstrating that it is possible to maintain technical rigor while also being agile and customer-oriented ultimately consolidates the credibility of the legal department within the organization.

The Forum and the future of the lawyer: beyond the law

Her participation in the Foro Gerencias Legales Bogotá 2026 is directly connected to this vision of the role’s evolution. More than just a space for professional development, she sees it as an exercise in continuous learning and the exchange of ideas.

From this environment, he draws several convictions. The first is the need for lawyers to broaden their knowledge beyond the law in order to contribute strategic value. The second is the importance of critical thinking and pragmatism as fundamental tools for solving complex problems.

And the third, especially relevant going forward, is the role of technology. Analytics and digital tools will be key to generating value sustainably. However, it introduces an important nuance: they will not replace the essential skills of a lawyer. Empathy, sound judgment, and the ability to understand context will continue to be differentiating factors.

Taken together, their vision paints a profound but quiet picture of change: the shift from a lawyer who protects the business from a distance to one who builds it from within, integrating law, client experience, and strategy.