Team size: 12

What are the most significant cases or transactions that your legal team has recently been involved in?

There are three transactions involving Legal team. The first was a potential M&A plus bancassurance deal that requires negotiations with the counterparty. We were advised by external counsel but the in-house team focused on regulatory requirements as we are more in dealings with local regulator

Secondly is on regulatory requirement pertaining to local shareholding structure in accordance with Financial Services Act 2013. Majority of the work is dealing with Regulator especially negotiating on the terms to ensure compliance with the law.

Thirdly, in face of modernization, we cannot run away from improving our legal services to the first line resulting in innovation of automation ideas eg automation in demand letter, reviewing agreements and efficient board meetings

What do you see as an opportunity or risk over the next six months?

The main opportunity is AI in legal as we cannot sit still and relying on our old skills in rendering legal service. But at the same time, it is a risk as legal services require human intervention and moving into AI will reduce the exposure. It is still an open question.

What regulatory or policy developments in Malaysia have had the most significant impact on your organisation in the past year?

There are a few, Responsibility Mapping that became effective on 1 January 2026. Essentially it is to address accountability in Management. Second is the amended Personal Data Protection Act 2010 together with the updated BNM Guidelines on Management of Customers Information. (MCIPD). As you can see, it is related to personal data and Malaysia catching up with the European standard.

What leadership qualities do you prioritise when building or developing your legal team?

A good leader in Legal team should have good stakeholders’ management skills. Hence looking at the next generation to be developed and one of the way is more exposure in dealing with fellow colleagues/department and senior management

What do you find most rewarding about working as an in-house lawyer?

Th most rewarding is to grow with the company and to see your team grow to be successful legal counsel as well.

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

The key is stakeholder management. A GC (eg my role) deals with Regulators, Board members, regional superiors, CEOs, fellow senior management, colleagues. Strategic means different things to them and as GC playing must be able to contribute to all as to ensure a smooth operation

Looking back, which experience has most shaped your approach as an in-house lawyer?

Looking back, it is the experience over the years. I have dealt with different personnel in BNM, different Board members, different CEOs and Management. Each calling for different approach Hence a GC needs to be adaptable to different situations.

How has the current global economic or geopolitical environment influenced your approach to legal risk?

Not really, the goal is to protect the company and as long as it is permissible legal risk, it should be fine.

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

Technical skill perhaps is 20% but 80% is stakeholder management.