Gregorio Garza – FEMSA Proximity & Health

FEMSA Proximity & Health oversees a dynamic and diverse portfolio that includes convenience stores, supermarkets, gas stations, pharmacies, restaurants, coffee shops, among other retail-oriented business formats.  With over 34,000 points of sale across 12 jurisdictions structured into five business divisions, its operations span multiple sectors, each governed by its own regulatory framework.

Gregorio Garza | FEMSA Proximity & Health | Chief Legal Officer

As FEMSA Proximity and Health continues evolving from a domestic leader into a global player, the legal team under Gregorio Garza, chief legal officer of FEMSA Proximity & Health, has had to keep pace—not only in size, but in strategy, resilience, and vision.

When Garza stepped into his leadership role, FEMSA Proximity & Health was already a complex enterprise. But with international expansion into the U.S., Europe, and South America, that complexity has only grown, along with the demands placed on its legal department. Operating across such a diverse set of jurisdictions requires more than just technical alignment between local legal requirements and global corporate standards; it demands a deep sensitivity to each country’s unique legal frameworks and regulatory environments. In response, Garza has focused on ensuring that the legal function evolves alongside the business, becoming more proactive, scalable, and attuned to the realities of a global operation.

“My role is highly strategic and dynamic,” he explains. “We have a lead attorney for each business unit, which allows me to focus on cross-functional alignment, high-impact issues, and long-term planning. This structure ensures that legal support is deeply integrated into daily operations, while I stay focused on the broader picture and evolving priorities

This dynamic structure boosts efficiency and supports a broader strategic vision. “The highly developed muscle we have in Mexico enables us to provide expertise to other divisions,” Garza says. “But it’s about creating synergy—leveraging legal know-how while remaining attuned to each market locally.”

That kind of synergy, however, is always grounded in a clear ethical framework: FEMSA’s Code of Ethics and the core values that define the company guide every legal decision. “Our role is not just to enable the business,” he adds, “but to do so with integrity, consistency, and a deep respect for the principles that guide who we are.

Guided by that same ethical foundation, the legal team has begun shaping a more unified way of working through the gradual buildout of a centralized legal services hub focused on litigation, risk management, compliance, and contract matters. It’s a model Garza aims to continue expanding and refining in response to evolving regulatory landscapes and legal requirements

“It’s a strategic evolution that equips us to operate nimbly, cost-effectively, and with meaningful local engagement to support our teams effectively across every country where we operate,” he says.

Building a culture of innovation, connection & growth

Today, FEMSA Proximity & Health legal team comprises more than 140 professionals across different jurisdictions and divisions. Keeping that team aligned, motivated, and forward-thinking is one of Garza’s most critical responsibilities.

To achieve that, “Collaboration is fundamental,” he says. “We’ve invested in digital tools, virtual town halls, and cross-jurisdictional task forces to foster communication and shared purpose.”

These efforts culminate in an annual global summit, which brings the legal team together for strategic planning and relationship-building, reinforcing the shared purpose that drives their work.

This focus on connection also extends to talent development and team culture. Two pillars Garza sees as essential in navigating the modern legal landscape. “We emphasize flexibility, mentorship, and continuous learning,” he says.

The department’s global learning ecosystem includes short-term international assignments that allow attorneys from different regions to collaborate, share best practices, and broaden their perspectives. These experiences are designed not only to strengthen cross-border capabilities but also to prepare internal talent for future leadership roles.

With that focus, the team’s philosophy centers on promoting from within, fostering a pipeline of lawyers who grow with the organization and are equipped to lead from experience. “We strongly believe that the best way to build a high-performing legal team is by investing in our people,” he adds.

Only in specific cases—and always with a clear strategic purpose—does the department bring in external talent, ensuring that new perspectives complement, rather than replace, the strength of the internal culture.

“What differentiates us is our commitment to building a legal culture where people feel empowered, supported, and positioned to lead,” Garza says. “That’s the kind of environment where great lawyers thrive.”

Future-ready legal leadership

Looking ahead to the rest of 2025 and beyond, Garza’s strategic roadmap centers on modernization, global agility, and value creation. Technology—especially AI—plays a crucial role.

“AI, when used correctly, isn’t a threat—it’s an ally,” Garza says. “It helps us move faster, reduce errors, and focus our people on solving the most complex, strategic problems.”

From automated contract reviews to predictive risk modeling, AI tools are reshaping the way FEMSA Proximity & Health legal function operates. But transformation isn’t limited to tech. Garza is also redesigning regulatory frameworks to embed accountability into business processes and anticipate regulatory change before it arrives.

“Our goal is to keep strengthening our proactive approach—anticipating challenges and adding value through timely, business-focused legal strategies,” he says.

His path to in-house leadership underscores this mindset. Garza began his career in private practice, even launching his own firm, before making the shift to an in-house role, where he ultimately found his professional calling.

“I was always fascinated by how law shapes business decisions,” he reflects. “Being a general counsel means guiding the business with intention and resilience – shaping its decisions, nurturing its values, and building strength for the future.”

And resilience is a theme that runs through everything Garza does. He’s had to adapt constantly, whether managing the legal risks of international growth or navigating crises and regulatory shifts. The greatest challenge, he says, has been keeping pace with rapidly evolving legal frameworks across multiple markets.

“To meet that challenge, you need more than legal knowledge,” he says. “You need strategic foresight, empathy, and the ability to empower others.”

This philosophy informs Garza’s leadership style. He sees it as his responsibility to push his team, but also to listen.

“As a leader, I must challenge my team,” he says. “But I also have the responsibility to know when not to.”

A team that leads with purpose

At its core, Garza’s approach to legal leadership is about more than policies, compliance, or risk—it’s about purpose. By aligning legal strategy with corporate vision, his department doesn’t just support FEMSA Proximity & Health—it propels it.

“We’re not just keeping the company safe,” he says. “We’re helping it grow, adapt, and lead in a fast-changing world.”

Garza’s evolution at FEMSA Proximity & Health offers a blueprint for legal departments navigating global complexity: embrace change, invest in people, and always stay close to the business. From a national company to a global powerhouse, FEMSA Proximity & Health legal function has grown in size, ambition, agility, and impact.

And at the heart of it is a belief that legal can do more than manage risk—it can drive the future.