The legal engine behind electric cars
Víctor Manuel Sánchez Álvarez, GC for Seat, Cupra, and the Volkswagen Group in Spain, drives the legal strategy amid expansion into the US and European regulatory challenges
by ilaria iaquinta
As the race towards electrification accelerates, the automotive industry is undergoing an unprecedented transformation. In this landscape, legal departments are not mere bystanders; they are essential drivers of change. Víctor Manuel Sánchez Álvarez, general counsel for Seat, Cupra, and the Volkswagen Group in Spain, finds himself at the heart of this revolution. His mission? To ensure the legal strategy is fully aligned with the company’s ambitious plans for sustainability and expansion. Following a decade at Cuatrecasas, where he handled high-profile cases such as “Dieselgate”, Sánchez Álvarez now leads the legal efforts of the company, preparing it for the launch of the Cupra brand in the highly competitive US market.
In an exclusive interview with Iberian Lawyer, Sánchez Álvarez discusses the significant challenges his legal team faces, such as the European Commission’s anti-subsidy investigation, which threatens to affect the China-manufactured Cupra Tavascan. He also explains how the automotive industry is grappling with an increasingly stringent regulatory framework. Moreover, he highlights the crucial role his department plays in the transition to sustainable mobility, at a time when legislation surrounding batteries, charging infrastructure, and recycling is becoming pivotal for the future of the industry.
Having been a partner at Cuatrecasas for several years, how has the shift from external counsel to general counsel at Seat, Cupra, and the Volkswagen Group in Spain been for you?
In this transition, I had the advantage of having worked with the Volkswagen Group for over a decade. As a lead litigator, I had close contact with Seat, the group’s Spanish companies, and the team in Germany. I was also involved in well-known cases like the emissions issue (‘Dieselgate’) and cartel investigations, among others. Thanks to this experience, I knew the business and key people well, which made the transition smoother. Within the group, the scope of responsibilities is broader, and the nature of the role is different. My focus has shifted from litigation to a more strategic position.
How so?
Previously, I was focused on solving problems once they had arisen, defending them in court. Now, I am part of decision-making bodies, acting as secretary and legal advisor to the boards of directors. I also work closely with Wayne Griffiths (CEO, ed. note), as part of his extended executive committee and as a director of a subsidiary. This broader perspective allows me to provide legal advice more tailored to business needs, not just from a litigation standpoint. Good legal advice must be based on a deep understanding of the business. A lawyer should be a partner, not someone who simply offers theoretical solutions but someone who can deliver rapid and sophisticated responses to specific issues.
Jorge Badía was a key figure in your career. How did his mentorship influence your approach to legal cases and team leadership?
