Team size: Three

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

I am grateful to have been recognised for an incredible opportunity, which saw me being recently appointed to the role of Group General Counsel for StorHub. Reporting to an formidably strategic CEO, my role involves leading the Group’s legal function and providing strategic counsel on all aspects of legal, compliance and governance matters. This includes supporting the Board and senior leadership on key decisions, ensuring that the organisation is aligned with regulatory requirements across all jurisdictions (there are 7 operating countries within our direct portfolio), and safeguarding the Group’s interests in strategic partnerships and transactions. I am fortunate that the organisation recognises that the role of Group General Counsel is a critical one, underpinning the organisation’s governance framework whilst enabling the business to pursue growth and transformation with confidence.

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

Periods of instability demand that Legal not only manages risk, but also models calm, clarity, and connection. My approach rests on foresight, focus, fortitude and empathy.

Focus – This involves distilling complexity into clear, actionable choices. In a crisis, information and emotion can overwhelm decision-making. The GC and legal team’s role is to help to filter the noise – separating urgency from panic – and by providing clear, risk-based actions that enable confident choices to support decisions grounded in facts, fairness and process integrity whilst also protecting privilege.

Fortitude – This is the human dimension of resilience. A crisis often becomes a test of trust. By showing composure, transparency, and a solutions mindset, the GC and legal team becomes a stabilising force for management and external stakeholders.

Empathy – This is what sustains resilience. Communication, emotional intelligence, and psychological safety are often as critical as legal analysis. People need to feel heard, supported, and confident that there is a steady hand on the wheel. I’ve found that a transparent and composed tone – acknowledging uncertainty while providing direction – helps rebuild trust and cohesion when fear might otherwise fragment teams.

I have led through regulatory shifts, supply-chain disruptions, and geopolitical uncertainty, amongst other crises and uncertainties – across multiple APAC jurisdictions. Each episode reinforced that resilience is built long before instability arises – through cross-functional trust, disciplined governance, and a culture that sees the GC and legal team not as a blocker, but as a ballast. Crisis management is not only about legal precision: It is ultimately about enabling leadership presence. By combining structured processes with human connection, the GC and legal team becomes both a safeguard and a source of stability that can allow an organisation to emerge stronger.

We are currently living through a time of geopolitical change, and the world order that we have come to take for granted for many years is being rewritten. Does this affect your company’s risk profile and, if so, what are you doing to mitigate this?

As a Warburg Pincus portfolio company with a significant real estate and financing footprint across Singapore, China, South Korea, Japan, Australia, Malaysia and Thailand, StorHub is acutely aware that geopolitical shifts and regulatory fragmentation have become part of the business landscape. The challenge for me and the legal team is to turn this volatility into informed resilience.

A sound approach (which I am developing for the Group) is necessarily multi-layered. It involves, amongst other things:

Maintaining regulatory and political horizon scanning across key markets, mapping developments in foreign investment regimes, data localisation, and cross-border financing controls that could influence capital deployment or operating models. This is complemented by risk governance that links legal, compliance, and commercial insights into scenario-based decision-making.

Focusing on contractual and structural flexibility: Ensuring that our financing, supply, and management frameworks can pivot as local or geopolitical conditions evolve.

Recognising that resilience also depends on people. Transparent communication, cultural intelligence, and trust-based engagement with our in-country teams, trusted local counsel, and regulators are essential to navigating uncertainty without paralysis.

Whilst geopolitics certainly affects and alters the Board and senior management’s thinking with respect to risk profile, I take this as an opportunity to sharpen discipline and embed agility in governance, foresight in strategy, and confidence in execution across our diversified Asia-Pacific portfolio.