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

Our flagship initiative over the past 18 months has been a three-year transformation of the Legal & Compliance operating model, moving from a control-heavy function to a standardised, digital, and business-empowered partner. The program is structured in three phases with multiple workstreams:

Phase one was system review and risk mapping. We created a detailed workload taxonomy and tiered risk matrix, defined materiality thresholds, and designed clear escalation pathways. This provided visibility on which matters require Legal’s direct involvement and which can be managed by the business.

Phase two was standardisation & digitalisation. We rolled out comprehensive templates and playbooks for high-volume areas such as contracts, procurement, and marketing approvals. These were integrated into digital platforms, including a Contract Management System with workflow, e-signature, and repository functions. We also refreshed the Chart of Authority to better align approvals with risk levels, and embedded practical protocols and “do/don’t” guides into daily processes to ensure consistency.

Phase three encompassed capability building. Through targeted training and “legal clinics,” we have equipped commercial and procurement teams to handle low-risk matters using standardised templates and guidance. Legal now steps in mainly for exceptions or escalations, shifting our role from daily gatekeeper to strategic advisor.

This transformation has already reduced routine, technical work from about 80% to 50% of our time, freeing up capacity for strategic projects, regulatory engagement, and complex matters.

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

Our approach is grounded in the belief that resilience comes from empowering stakeholders rather than centralising control. Instead of Legal acting as a bottleneck, we position ourselves as coaches and partners. Through training, practical guidelines, and clear “do’s and don’ts,” business leaders and functional teams are equipped to understand the legal framework themselves and take ownership of compliance in their daily decisions.

This empowerment creates two advantages in times of crisis: first, decisions can be made swiftly without waiting for legal pre-approvals, ensuring business continuity. Second, because stakeholders assume responsibility, they are more committed to compliance and risk management, reducing the likelihood of errors under pressure.

Meanwhile, the Legal team steps back from routine monitoring to focus on strategic oversight, scenario planning, and post-event checks, ensuring that critical risks are managed and lessons are captured for future resilience. This shift in accountability has been a true game changer, strengthening both compliance culture and organisational agility.

Based on your experiences in the past year, are there any trends in the legal or business world that you are keeping an eye on that you think other in-house lawyers should be mindful of?

One of the most significant trends reshaping the legal function is the integration of AI into daily operations. As businesses demand greater speed and flexibility, the traditional model of legal support—heavily manual and sequential—risks becoming a bottleneck. Legal teams are now expected to deliver advice that is not only accurate, but also fast, efficient, and adaptable to dynamic business needs.

Clearly, AI presents both opportunities and risks, it can automate routine tasks, enhance efficiency, and allow lawyers to focus more on strategic matters, however, issues of quality, confidentiality, and risk control pose serious concern.

At Carlsberg Vietnam, we have started to pilot AI-driven tools within our already standardised systems, taking a “test and learn” approach. We view this as an investment in R&D; while initial adoption requires time and resources, it positions the legal team to meet future demands with agility and resilience.

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

In today’s highly competitive and fast-changing market, the most valuable attribute for in-house counsel is the ability to place legal advice in the right business context. Companies no longer need lawyers who simply say “yes” or “no” to compliance questions—they need partners who can provide practical, solution-oriented guidance that balances legal requirements with commercial objectives.

A strong in-house lawyer must be able to translate complex legal risks into clear options, outlining the potential solutions, associated costs, and likely impact on the business. This requires not only technical expertise, but also commercial acumen, communication skills, and judgment. Ultimately, the best in-house counsel are those who act as trusted business advisors, enabling the organisation to move forward confidently, mitigate risks, and seize opportunities without being slowed down by legal complexity.

General counsel often speak of the need to be strategic to reach the pinnacle of the profession. What does being strategic mean to you?

To me, being strategic means seeing where the business is going and preparing the legal function for that future. It is about anticipating risks and opportunities, not just reacting to them. Since risk cannot be controlled by people alone, we need systems and mechanisms—clear structures, compliance processes, and technology such as contract management tools or AI—to manage it consistently. By building these foundations, Legal can step away from routine control and focus on guiding the business forward. A strategic legal function is future-ready, system-driven, and aligned with business growth.