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

We are in the midst of tremendous transformation and rationalisation towards a more efficient, integrated and scalable platform. My team have been deeply involved in a year-long effort to finalise a complex agreement with our new middle office outsourcing partner, that will enable us to leverage our partner’s functional capabilities, global footprint and experience. We are also coordinating and supporting the multi-layered legal aspects of a partnership with an India-based entity to provide nearshoring support for our head office teams, across multiple functions from the investments to operational and risk/compliance support. The partnership will augment our existing capabilities and skills through cost-effective resources, enabling our teams to focus on high-value work benefitting our clients.

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

We play a critical role in ensuring that the fundamentals are steadfastly maintained. Inhouse legal teams are important collaborators for the protection of organisational reputations and stakeholders. The key is to inculcate a culture of constant stakeholder dialogue to understand pain points across all levels of seniorities and functions. Being empathetic will aid in the anticipation of any potential violations or disputes, especially during instability and change, and enable the creation of a sturdy legal framework in response. We can also proactively identify gaps in our contractual protections and protocols for crisis management, which need to be agile yet robust. We have to play our part in embedding a culture of integrity and accountability, where all staff understand the ethics behind compliance with protocols, respective roles and responsibilities, and ultimately building a culture of trust and a strong sense of team.

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

A wise man once explained to me the meaning of the word “cosmos”, originating from the Greek word “kosmos”, which in turn refers to “an orderly system”. This struck me deeply as I see modern inhouse counsel as being part of intricate global entities, where change, transformation, and organised chaos are constants. Our teams are a pivotal part of the organisational “cosmos” – although we are but only one of the many “stars”, I see our unique role as to bring order, such that there is balance and harmony in the corporate universe. We can do that through having a strong moral and ethical compass, and knowing the unique but interconnected roles of other “stars and planets”. Through this understanding, we can then fulfil the role of shining a guiding light – no matter the size or intensity of any cosmic event, we are there to ensure that universal order is maintained as much as possible.

What is a cause, business or otherwise, that you are passionate about? Why is this?

I am invested in the development of individuals, and playing a part in ensuring they have a role that fulfils them. I will always make time as long as anyone approaches me. We have only but one career, and the choices we make amidst all of our options often have consequences that are far-reaching, but not apparent in that instant. As leaders, we need to understand what drives our people and what their ambitions are, and be a counsellor, mentor, and cheerleader, all into one. Most importantly, we have to create safe spaces, where aspirations and frustrations can be discussed transparently and confidentially, with no repercussions. I am a firm advocate of an environment of trust and care for our people. I believe it will foster greater commitment to the cause and a sense of succeeding and failing as a collective.