Team size: 10

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

The recent successful integration and migration of Citi’s customer and product portfolio into UOB platforms and systems marked a major milestone for UOB Vietnam, under a landmark transaction in which UOB Group acquired Citi Group’s Consumer Banking businesses across four ASEAN markets — Vietnam, Thailand, Malaysia and Indonesia — with a total deal value of nearly US $5 billion.

This acquisition has enabled UOB Vietnam to serve approximately 200,000 customers in the country and accelerate its growth trajectory. I had the privilege of participating in this critical project as both a member of the Country Project Steering Committee and Work Stream Lead for legal and regulatory matters over a period of 4.5 years, from inception to completion.

It was an unforgettable journey — handling an extensive volume of complex legal documentation, engaging with global, regional and local stakeholders, participating in hundreds of meetings, and navigating the employee transition process for nearly 600 staff, while managing regulatory expectations. I am proud to have been part of the core deal team that contributed to the project’s ultimate success.

Another pivotal initiative for UOB Vietnam has been the investment in a new building in Ho Chi Minh City, in which I played an active role in conducting legal due diligence on the project’s structure and funding. This investment will support the bank’s growth and workforce expansion over the next five years, aligning with the Vietnamese government’s ambition to develop Ho Chi Minh City into an international financial centre.

Together, these acquisitions and investments demonstrate UOB’s long-term commitment to Vietnam, strengthening the bank’s business resilience, diversifying its revenue mix, and advancing prosperity and sustainability for its customers and the wider community.

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

It is essential to stay agile while providing strategic and thoughtful advice to internal stakeholders, ensuring that every decision taken by the organisation is carefully considered and aligned with its overall risk appetite.

In today’s fast-moving digital era, in-house counsel must also remain well-informed of the latest legal and regulatory developments to effectively safeguard the organisation — particularly against the growing spectrum of legal, technological and cybersecurity risks.

Have you had any experiences during your career as a lawyer that stand out as particularly unique or interesting?

Over the past two decades, my mindset has evolved from the early, more personal ambition of “working for money and earning for the benefit of myself and my family” to a more meaningful life statement — “growing and contributing to the long-term well-being of the organisation and the community.”

This shift stems from the recognition that, as human beings, we owe much to the universe and to those around us. For me, the question has become how best to leverage my capabilities as a lawyer to serve others, offering guidance and support in legal matters that can make a real difference. This sense of purpose — using legal expertise to contribute to collective progress and ethical growth — has become a cornerstone of both my professional and personal life.

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

Beyond my legal career, I am deeply passionate about developing and applying coaching skills — both in the workplace and in life. Within our organisation, I view a coaching culture as a progressive leadership approach that moves beyond traditional top-down management. It empowers individuals to take greater responsibility and accountability for their own growth and performance.

What I find most meaningful is witnessing the transformation in people’s mindsets — when they begin to fully acknowledge both their strengths and areas for development, and, importantly, take 100% responsibility for their actions, regardless of the challenges they face. Through this process, they discover an inner, spiritual motivation to become better versions of themselves rather than attributing setbacks to external factors.

They remain eager to expand their skills and perspectives while staying aligned with UOB’s shared purpose and core values of Care, Growth and Trust. For me, fostering this mindset and culture represents one of the most impactful ways to contribute to the organisation’s long-term success and to the personal growth of those around me.