Team size: 6

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

My approach emphasises proactive risk assessment, agile decision-making, and cross-functional collaboration. During periods of instability — such as economic shifts or regulatory changes — I begin with a rapid legal audit to identify vulnerabilities, categorising risks (e.g. compliance, contractual) and designing control frameworks, such as anti-bribery protocols under the FCPA.

For example, while at URC, we successfully managed a brand defamation crisis that went viral with over 50,000 social media shares. By combining legal action with coordinated public relations campaigns on platforms such as Facebook and TikTok, we restored sales performance from a 30% drop to just 10% within six weeks.

I foster organisational resilience by engaging authorities early — including environmental and fire police during inspections — and by building strong networks from provincial to national levels. During crises, I also lead taskforces (for instance, Legal + IT + Trade at Ashley) to automate workflows, achieving a 60% reduction in contract drafting time through the use of AI tools, ensuring business continuity even under pressure.

Equally vital is maintaining team motivation and alignment. By setting clear goals, providing targeted training, and recognising achievements, I have increased productivity from three to five cases daily.

Ultimately, my approach integrates legal strategy with business objectives, transforming challenges into opportunities for growth while minimising disruption and strengthening the organisation’s long-term resilience.

What strategies do you employ to ensure the successful digital transformation of a legal department while maintaining compliance with your country’s data protection laws?

I prioritise phased implementation with built-in compliance checks at every stage. At Ashley, we pioneered an AI-powered contract management system featuring over 95 templates, which reduced contract drafting time by 60%.

Our strategies include conducting data privacy impact assessments in line with Vietnam’s Personal Data Protection Decree (PDPD) to ensure that AI and digital tools comply with consent, retention and security requirements. We collaborate closely with IT teams to implement encrypted storage, access controls and audit trails, while training staff on ethical AI usage to prevent algorithmic bias and promote accountability.

We pilot digital transformation initiatives using non-sensitive data first, expanding only after successful audits. This approach ensures a balanced integration of efficiency, data integrity and risk mitigation, allowing innovation to progress confidently within the bounds of compliance..

How can general counsel foster a corporate culture that supports ESG principles and compliance across all levels of the organisation?

General counsel can play a pivotal role in embedding ESG values across the organisation by translating principles into policy, practice and performance.

At URC, I helped shape CSR initiatives focused on clean water access and child protection, integrating these programmes into the company’s broader ESG strategy, which subsequently earned top national rankings.

A sustainable ESG culture requires top-down advocacy through Board engagement, cross-departmental workshops on compliance and incentive programmes linking ESG goals to individual and team performance. Transparent reporting frameworks reinforce credibility and accountability, turning ESG from an abstract aspiration into a measurable, lived practice.

By aligning governance, incentives and education, general counsel can ensure that ESG becomes a core organisational value — not just a compliance exercise — driving long-term sustainability and trust.