Team size: Eight

Career Biography

Serena is the Group Head of Legal & Compliance at Carousell, where she has been instrumental in the company’s growth from a startup to a leading recommerce platform in Greater Southeast Asia. As the first legal counsel, she single-handedly built the Legal & Compliance function, overseeing the development of critical programs in data privacy, risk management, and regulatory compliance. Serena is a key strategic partner in major company initiatives, including fundraising, acquisitions, and the launch of innovative user features and products. Her work focuses on navigating complex legal landscapes while fostering a user-centric and ethical approach to business.

What are the most significant cases, projects and/or transactions that you and/or your legal team have recently been involved in?

Over the past year, my team has been deeply involved in several pivotal projects that underscore our role in helping Carousell grow from a startup to a unicorn and a leading recommerce powerhouse. As the company’s first legal counsel, I’ve had the unique opportunity to build the Legal & Compliance function from the ground up, ensuring we’re not just a support unit but a strategic partner in driving the business forward.

One of our most significant undertakings has been facilitating Carousell’s evolution into a recommerce giant across multiple markets. This transition presented a complex set of legal and regulatory challenges, requiring us to navigate the intricacies of platform regulations, consumer protection laws, and data privacy frameworks across various jurisdictions, which often have conflicting requirements. This work demanded deep legal expertise and a proactive approach to compliance, which was crucial to our successful expansion.

In this context, we also launched several key initiatives aimed at building user trust and enhancing the platform. These include the “Carousell Certified” program and the “Buyer Protection” on-platform payment and shipping feature. The Legal & Compliance team played a vital role in developing the legal frameworks for these products, addressing complex regulatory hurdles. This work highlights our commitment to user-centricity and our ability to provide innovative solutions that directly support business growth.

Beyond product initiatives, our team has been instrumental in Carousell’s strategic growth through M&A and fundraising. I’ve personally contributed to numerous acquisitions and fundraising rounds that have been critical in bringing Carousell to its current stage. Our involvement in these transactions has included managing due diligence, negotiations, and post-acquisition integration, ensuring a seamless transition and a strengthened compliance posture for the entire group.

How do you approach managing legal aspects during periods of instability or crisis to ensure the organisation’s resilience?

My approach to managing legal aspects during periods of instability is a three-pronged strategy focused on strategic partnership, empowerment, and a solutions-oriented mindset. I believe a resilient organisation relies on a legal function that is not only a guardian but also a key partner in navigating turbulence and driving growth.

First, I view the legal team as a strategic partner, not a roadblock. In times of instability, the business needs a legal team that can help it not just survive, but thrive. This means balancing our role as a growth / disruptor partner who challenges the status quo with our role as a guardian. We actively educate the business on how to address difficult legal issues head-on, turning potential threats into opportunities. For every problem raised, we focus on identifying and presenting solutions, ensuring our advice is practical, commercially-minded, and helps the business move forward with confidence.

Second, I am deeply invested in empowering the team. During a crisis, an agile and well-equipped team is our greatest asset. I prioritise mentorship and create a supportive environment where every team member feels confident in their ability to make sound judgments. Our Legal Tenets are particularly vital during such periods. “Empowerment through expertise” guides us to trust the team’s legal judgment, enabling swift decisions without constant managerial oversight, fostering the agility needed for quick responses. In ambiguous situations, our “Ethical compass in ambiguity” ensures we take a firm stance on complex legal matters, aligning our decisions with the organisation’s moral compass. We also strongly encourage team members to “Speak-up”, fostering a culture where questions are welcomed and collaboration thrives, leading to informed decision-making.

Finally, our strategy is rooted in a solutions-oriented mindset. We don’t just react to legal threats; we proactively seek solutions that protect our users and maintain their trust. For instance, in a challenging environment, we look for ways to strengthen our platform by improving user protection and compliance. This approach allows us to transform instability into an opportunity to build a more robust and trusted platform. By focusing on our team’s growth, guided by our Legal Tenets, and embracing a proactive, user-centric approach, we ensure that our legal strategy directly contributes to the organisation’s long-term stability and resilience.

What do you think are the most important attributes for a modern in-house counsel to possess?

In my humble opinion, for a modern in-house counsel to truly succeed, three attributes are most important: technological proficiency, business acumen, and a growth mindset.

First, technological proficiency is rapidly becoming a non-negotiable skill. As companies increasingly rely on technology to operate and innovate, in-house counsel must understand the fundamentals of data, cybersecurity, and the legal implications of emerging technologies like AI. This isn’t about becoming an engineer, but rather about having a solid grasp of how these technologies work so we can provide informed counsel. It enables us to leverage technology to be more efficient in our daily work, advise on new product developments, and ensure the company remains secure and compliant in a constantly evolving digital landscape.

Second, it’s no longer enough to be an expert in the law alone. An in-house counsel must possess strong business acumen. This means understanding the company’s commercial goals, its operational model, and the industry in which it operates. By thinking like a business partner, we can move beyond simply identifying legal risks to providing practical, commercially-minded solutions. This allows us to contribute to the company’s growth, rather than just acting as a gatekeeper. For example, instead of just saying no to a new product feature due to legal concerns, a business-savvy in-house counsel will work with the team to find a compliant way to launch it, making us a key driver of innovation.

Finally, having a growth mindset is paramount. The legal and business landscapes are constantly evolving, particularly in the tech industry. This means an in-house counsel cannot rely on static legal knowledge. We must be lifelong learners, continuously developing our skills and staying ahead of emerging trends. This includes investing in our team’s development, providing mentorship, and creating opportunities for them to grow alongside the business. By fostering a culture of curiosity and adaptability, we ensure our team remains agile and can meet future challenges head-on.